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
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Establish Revenue Coverage Plan .......................................................................................................................85

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
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Maintain Sales Inventory facilities ....................................................................................................................116

Manage Sales Inventory Capture ......................................................................................................................116
Control Sales Inventory Access ..........................................................................................................................116
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
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Manage Prospect ..............................................................................................................................................146

1.1.11.1 MANAGE CONTACT.......................................................................................................................................147
Manage Contact ...............................................................................................................................................147
Identify Contact .................................................................................................................................................147
Develop Contact ................................................................................................................................................148
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
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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
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
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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
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
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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
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
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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
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
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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
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
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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
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
Page 12 of 1503

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
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
Page 13 of 1503

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
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
Page 14 of 1503

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
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
Page 15 of 1503

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
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
Page 16 of 1503

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
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
Page 17 of 1503

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
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
Page 18 of 1503

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
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
Page 19 of 1503

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
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
Page 20 of 1503

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
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
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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
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
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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
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
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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
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
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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
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
Page 25 of 1503

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
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
Page 26 of 1503

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
Diagnose Service Problem .................................................................................................................................781
Correct & Resolve Service Problem ...................................................................................................................782
Track & Manage Service Problem .....................................................................................................................782
Report Service Problem .....................................................................................................................................784
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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
Monitor Service Quality ....................................................................................................................................813
Analyze Service Quality .....................................................................................................................................815
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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
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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
Page 30 of 1503

Map & Analyze Resource Requirements ...........................................................................................................876

Capture Resource Capability Shortfalls .............................................................................................................877
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
Page 31 of 1503

Manage Resource Exit.......................................................................................................................................907

1.5.3.1 GATHER & ANALYZE NEW RESOURCE IDEAS ........................................................................................................908
Gather Resource Information ............................................................................................................................908
Gather & Analyze New Resource Ideas .............................................................................................................909
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
Page 32 of 1503

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
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
Page 33 of 1503

Manage Schedules & Appointments .................................................................................................................972

Workforce Management Schedule ...................................................................................................................972
Determine Work Schedule.................................................................................................................................973
Manage Reservations .......................................................................................................................................974
Manage Appointments .....................................................................................................................................974
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
Page 34 of 1503

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
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
Page 35 of 1503

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
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
Page 36 of 1503

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
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
Page 37 of 1503

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
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
Page 38 of 1503

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
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
Page 39 of 1503

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
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
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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
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
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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
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
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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
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
Page 43 of 1503

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
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
Page 44 of 1503

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
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
Page 45 of 1503

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
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
Page 46 of 1503

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
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
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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
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
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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
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
Page 49 of 1503

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
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
Page 50 of 1503

INDEX .............................................................................................................................................................. 1480
Page 51 of 1503

List of Figures
Figure 1. 1.1.1 Market Strategy & Policy decomposition .................................................................. 66
Figure 2. 1.1.1.1 Gather & Analyze Market Information decomposition ........................................... 70
Figure 3. 1.1.1.2 Establish Market Strategy decomposition .............................................................. 72
Figure 4. 1.1.1.3 Establish Market Segments decomposition ........................................................... 75
Figure 5. 1.1.1.4 Link Market Segments & Products decomposition ............................................... 77
Figure 6. 1.1.1.5 Gain Commitment to Marketing Strategy decomposition ..................................... 80
Figure 7. 1.1.2 Sales Strategy & Planning decomposition ................................................................ 82
Figure 8. 1.1.3 Sales Forecasting decomposition .............................................................................. 86
Figure 9. 1.1.3.2 Gather Forecast Data decomposition ..................................................................... 90
Figure 10. 1.1.3.3 Develop Sales Forecast decomposition ............................................................... 92
Figure 11. 1.1.5 Sales Development decomposition.......................................................................... 95
Figure 12. 1.1.5.1 Monitor Sales & Channel Best Practice decomposition ...................................... 98
Figure 13. 1.1.5.2 Develop Sales & Channel Proposals decomposition ........................................ 101
Figure 14. 1.1.5.3 Develop New Sales Channels & Processes decomposition ............................. 103
Figure 15. 1.1.7 Market Sales Support & Readiness decomposition ............................................. 106
Figure 16. 1.1.7.7 Support Selling decomposition ........................................................................... 110
Figure 17. 1.1.7.9 Manage Sales Inventory decomposition ............................................................. 114
Figure 18. 1.1.9 Selling decomposition ............................................................................................. 119
Figure 19. 1.1.9.1 Qualify & Educate Customer decomposition ..................................................... 124
Figure 20. 1.1.9.2 Negotiate Sales/Contract decomposition ........................................................... 127
Figure 21. 1.1.9.3 Cross/Up Selling decomposition ......................................................................... 131
Figure 22. 1.1.9.4 Develop Sales Proposal decomposition ............................................................. 134
Figure 23. 1.1.9.5 Manage Sales Accounts decomposition ............................................................ 137
Figure 24. 1.1.9.6 Acquire Customer Data decomposition .............................................................. 140
Figure 25. 1.1.10 Marketing Fulfillment Response decomposition ................................................ 143
Figure 26. 1.1.11 Contact/Lead/Prospect Management decomposition ......................................... 144
Figure 27. 1.1.11.1 Manage Contact decomposition ........................................................................ 147
Figure 28. 1.1.11.2 Track Lead decomposition................................................................................. 149
Figure 29. 1.1.11.3 Manage Prospect decomposition ...................................................................... 151
Figure 30. 1.1.12 Market Performance Management decomposition ............................................. 155
Figure 31. 1.1.13 Sales Performance Management decomposition ............................................... 156
Figure 32. 1.1.14 Marketing Communications decomposition........................................................ 160
Figure 33. 1.1.14.3 Develop Marketing Communication decomposition ........................................ 165
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Figure 34. 1.1.14.4 Deliver Marketing Communication Collateral decomposition ........................ 168
Figure 35. 1.1.14.5 Monitor Marketing Communication Effectiveness decomposition ................ 171
Figure 36. 1.1.15 Marketing Campaign Management decomposition ............................................ 174
Figure 37. 1.1.15.3 Develop Marketing Campaign decomposition ................................................. 180
Figure 38. 1.1.15.4 Launch Marketing Campaign decomposition................................................... 184
Figure 39. 1.1.15.5 Monitor Marketing Campaign Effectiveness decomposition .......................... 186
Figure 40. 1.2.1 Product & Offer Portfolio Planning decomposition .............................................. 189
Figure 41. 1.2.1.1 Gather & Analyze Product Information decomposition ..................................... 193
Figure 42. 1.2.1.2 Establish Product Portfolio Strategy decomposition ........................................ 195
Figure 43. 1.2.1.3 Produce Product Portfolio Business Plans decomposition.............................. 197
Figure 44. 1.2.1.4 Gain Commitment to Product Business Plans decomposition ........................ 203
Figure 45. 1.2.2 Product & Offer Capability Delivery decomposition ............................................. 206
Figure 46. 1.2.2.1 Define Product Capability Requirements decomposition ................................. 211
Figure 47. 1.2.2.2 Capture Product Capability Shortfalls decomposition ...................................... 214
Figure 48. 1.2.2.3 Approve Product Business Case decomposition .............................................. 217
Figure 49. 1.2.2.4 Deliver Product Capability decomposition ......................................................... 219
Figure 50. 1.2.2.5 Manage Handover to Product Operations decomposition ................................ 222
Figure 51. 1.2.2.6 Manage Product Capability Delivery Methodology decomposition ................. 225
Figure 52. 1.2.3 Product & Offer Development & Retirement decomposition ............................... 227
Figure 53. 1.2.3.1 Gather & Analyze New Product Ideas decomposition ....................................... 229
Figure 54. 1.2.3.4 Develop Product Commercialization Strategy decomposition ......................... 231
Figure 55. 1.2.3.7 Launch New Products decomposition ................................................................ 233
Figure 56. 1.2.3.8 Manage Product Exit decomposition .................................................................. 235
Figure 57. 1.2.4 Product Support & Readiness decomposition ...................................................... 238
Figure 58. 1.2.4.1 Support Customer QoS/SLA decomposition...................................................... 242
Figure 59. 1.2.4.2 Manage Product Offering Inventory decomposition .......................................... 244
Figure 60. 1.2.5 Product Configuration Management decomposition ............................................ 250
Figure 61. 1.2.6 Product Performance Management decomposition ............................................. 251
Figure 62. 1.2.7 Product Specification & Offering Development & Retirement decomposition .. 257
Figure 63. 1.2.7.1 Product Specification Development & Retirement decomposition .................. 260
Figure 64. 1.2.7.1.1 Gather & Analyze New Product Specification Ideas decomposition ............. 265
Figure 65. 1.2.7.1.2.5 Prepare New Product Specification Business Proposal decomposition ... 272
Figure 66. 1.2.7.1.3 Develop Detailed Product Specification decomposition ................................ 274
Figure 67. 1.2.7.1.3.1 Develop Detailed Product Commercial Specifications decomposition ..... 279
Figure 68. 1.2.7.2 Product Offering Development & Retirement decomposition .......................... 283
Figure 69. 1.2.7.2.1 Product Offering Lifecycle Management decomposition ............................... 294
Page 53 of 1503

Figure 70. 1.2.7.2.1.1 Gather & Analyze New Product Offering Ideas decomposition .................. 301
Figure 71. 1.2.7.2.1.2 Develop New Product Offering Business Proposal decomposition ........... 304
Figure 72. 1.2.7.2.1.2.6 Provide New Product Offering Business Proposal Notification
decomposition ............................................................................................................................. 309
Figure 73. 1.2.7.2.1.3 Develop Detailed Product Offering decomposition ..................................... 311
Figure 74. 1.2.7.2.1.3.1 Develop Detailed Product Offering Commercial Specifications
decomposition ............................................................................................................................. 314
Figure 75. 1.2.7.2.1.4 Conduct Product Offering Acceptance Testing decomposition ................. 318
Figure 76. 1.2.7.2.1.4.1 Manage Product Offering Acceptance Testing decomposition ............... 321
Figure 77. 1.2.7.2.1.6 Manage Product Offering Exit decomposition ............................................. 324
Figure 78. 1.2.7.2.1.7 Rollout/Launch Product Offering decomposition ........................................ 327
Figure 79. 1.2.7.2.2 Product Offering Pricing decomposition ......................................................... 330
Figure 80. 1.2.7.2.2.1 Standard Product Offering Pricing decomposition ..................................... 334
Figure 81. 1.2.7.2.2.1.1 Set Product Offering Price decomposition ................................................ 339
Figure 82. 1.2.7.2.2.1.2 Develop Product Offering Pricing Plan decomposition............................ 342
Figure 83. 1.2.7.2.2.1.3 Modify Product Offering Price decomposition .......................................... 344
Figure 84. 1.2.7.2.2.1.5 Provide Product Offering Price Notification decomposition.................... 347
Figure 85. 1.2.7.2.2.2 Policy-based Product Offering Pricing decomposition ............................... 349
Figure 86. 1.2.7.2.2.3 Algorithmic Product Offering Pricing decomposition ................................. 353
Figure 87. 1.2.7.2.2.3.1 Develop Algorithmic Product Offering Pricing Matrix Specification
decomposition ............................................................................................................................. 356
Figure 88. 1.2.7.2.2.3.2 Develop Algorithmic Product Offering Pricing Matrix decomposition ... 359
Figure 89. 1.2.7.2.2.4 Feature/Property Product Offering Pricing decomposition ........................ 362
Figure 90. 1.2.7.2.3 Product Offering Cataloging decomposition................................................... 364
Figure 91. 1.2.7.2.3.2 Develop Product Offering Catalog decomposition ...................................... 367
Figure 92. 1.2.7.2.4 Product Offering Agreement Management decomposition............................ 369
Figure 93. 1.2.7.2.6.3 Develop Product Offering Promotion decomposition ................................. 372
Figure 94. 1.2.7.2.6.4 Start Product Offering Promotion decomposition ....................................... 374
Figure 95. 1.2.7.2.6.5 Monitor Product Offering Promotion Effectiveness decomposition .......... 377
Figure 96. 1.2.8 Product Capacity Management decomposition .................................................... 380
Figure 97. 1.3.1 Customer Support & Readiness decomposition................................................... 382
Figure 98. 1.3.1.1 Support Customer Interface Management decomposition ............................... 393
Figure 99. 1.3.1.2 Support Order Handling decomposition ............................................................. 395
Figure 100. 1.3.1.3 Support Problem Handling decomposition ...................................................... 405
Figure 101. 1.3.1.4 Support Retention & Loyalty decomposition ................................................... 412
Figure 102. 1.3.1.5 Manage Customer Inventory decomposition ................................................... 414
Figure 103. 1.3.1.6 Support Bill Invoice Management decomposition ........................................... 419
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Figure 104. 1.3.1.7 Support Bill Payments & Receivables Management decomposition ............. 423
Figure 105. 1.3.1.8 Support Bill Inquiry Handling decomposition .................................................. 426
Figure 106. 1.3.2 Customer Experience Management decomposition ........................................... 429
Figure 107. 1.3.2.1 Customer Experience Maturity Assessment decomposition .......................... 432
Figure 108. 1.3.2.1.1 Prepare Maturity Assessment decomposition .............................................. 435
Figure 109. 1.3.2.1.2 Capture CE Maturity Assessment Input decomposition .............................. 437
Figure 110. 1.3.2.2 Customer Experience Journey Design & Lifecycle decomposition ............... 440
Figure 111. 1.3.2.2 Define Journey Building Blocks decomposition.............................................. 442
Figure 112. 1.3.2.3 Customer Experience Metrics Analysis decomposition ................................. 445
Figure 113. 1.3.3 Order Handling decomposition ............................................................................ 448
Figure 114. 1.3.3.1 Determine Customer Order Feasibility decomposition ................................... 454
Figure 115. 1.3.3.4 Track & Manage Customer Order Handling decomposition ........................... 456
Figure 116. 1.3.3.6 Issue Customer Orders decomposition ............................................................ 459
Figure 117. 1.3.3.7 Report Customer Order Handling decomposition ........................................... 462
Figure 118. 1.3.4 Customer Management decomposition ............................................................... 464
Figure 119. 1.3.4.1 Enable Retention & Loyalty decomposition ..................................................... 468
Figure 120. 1.3.4.1.1 Build Customer Insight decomposition ......................................................... 472
Figure 121. 1.3.4.1.2 Analyze & Manage Customer Risk decomposition ....................................... 474
Figure 122. 1.3.4.1.3 Personalize Customer Profile for Retention & Loyalty decomposition ...... 477
Figure 123. 1.3.4.1.4 Validate Customer Satisfaction decomposition ............................................ 481
Figure 124. 1.3.4.2 Establish Customer Relationship decomposition ........................................... 484
Figure 125. 1.3.5 Customer Interaction Management decomposition ............................................ 488
Figure 126. 1.3.5.9 Customer Interface Management decomposition ............................................ 494
Figure 127. 1.3.5.9.2 Manage Request (Including Self Service) decomposition............................ 497
Figure 128. 1.3.5.9.3 Analyze & Report on Customer decomposition ............................................ 500
Figure 129. 1.3.5.9.4 Mediate & Orchestrate Customer Interactions decomposition .................... 502
Figure 130. 1.3.6 Customer Information Management decomposition .......................................... 505
Figure 131. 1.3.7 Problem Handling decomposition ........................................................................ 508
Figure 132. 1.3.7.1 Isolate Customer Problem decomposition ....................................................... 514
Figure 133. 1.3.7.2 Report Customer Problem decomposition ....................................................... 520
Figure 134. 1.3.7.3 Track & Manage Customer Problem decomposition ....................................... 524
Figure 135. 1.3.7.4 Close Customer Problem Report decomposition ............................................ 529
Figure 136. 1.3.7.5 Create Customer Problem Report decomposition ........................................... 533
Figure 137. 1.3.7.6 Correct & Recover Customer Problem decomposition ................................... 535
Figure 138. 1.3.8 Customer QoS/SLA Management decomposition .............................................. 540
Figure 139. 1.3.8.1 Assess Customer QoS/SLA Performance decomposition .............................. 546
Page 55 of 1503

Figure 140. 1.3.8.2 Manage QoS/SLA Violation decomposition...................................................... 550
Figure 141. 1.3.8.3 Report Customer QoS Performance decomposition ....................................... 553
Figure 142. 1.3.8.4 Create Customer QoS Performance Degradation Report decomposition ..... 556
Figure 143. 1.3.8.5 Track & Manage Customer QoS Performance Resolution decomposition .... 559
Figure 144. 1.3.9 Bill Invoice Management decomposition ............................................................. 565
Figure 145. 1.3.9.1 Apply Pricing, Discounting, Adjustments & Rebates decomposition ............ 569
Figure 146. 1.3.9.2 Create Customer Bill Invoice decomposition ................................................... 572
Figure 147. 1.3.9.3 Produce & Distribute Bill decomposition ......................................................... 575
Figure 148. 1.3.10 Bill Payments & Receivables Management decomposition ............................. 581
Figure 149. 1.3.10.2 Manage Customer Payments decomposition................................................. 585
Figure 150. 1.3.10.3 Manage Customer Debt Collection decomposition ....................................... 589
Figure 151. 1.3.11 Bill Inquiry Handling decomposition .................................................................. 595
Figure 152. 1.3.11.1 Create Customer Bill Inquiry Report decomposition ..................................... 601
Figure 153. 1.3.11.2 Assess Customer Bill Inquiry Report decomposition ................................... 604
Figure 154. 1.3.11.3 Authorize Customer Bill Invoice Adjustment decomposition ....................... 607
Figure 155. 1.3.11.4 Track & Manage Customer Bill Inquiry Resolution decomposition ............. 611
Figure 156. 1.3.11.5 Report Customer Bill Inquiry decomposition ................................................. 616
Figure 157. 1.3.12 Manage Billing Events decomposition .............................................................. 619
Figure 158. 1.3.12.1 Enrich Billing Events decomposition .............................................................. 623
Figure 159. 1.3.12.2 Guide Billing Events decomposition ............................................................... 625
Figure 160. 1.3.12.3 Mediate Billing Events decomposition ........................................................... 628
Figure 161. 1.3.12.4 Report Billing Event Records decomposition ................................................ 630
Figure 162. 1.3.13 Charging decomposition ..................................................................................... 633
Figure 163. 1.3.14 Manage Balances decomposition ...................................................................... 637
Figure 164. 1.4.1 Service Strategy & Planning decomposition ....................................................... 640
Figure 165. 1.4.1.1 Gather & Analyze Service Information decomposition ................................... 646
Figure 166. 1.4.1.2 Manage Service Research decomposition ....................................................... 650
Figure 167. 1.4.1.3 Establish Service Strategy & Goals decomposition ........................................ 653
Figure 168. 1.4.1.4 Define Service Support Strategies decomposition .......................................... 658
Figure 169. 1.4.1.5 Produce Service Business Plans decomposition ............................................ 661
Figure 170. 1.4.1.6 Develop Service Partnership Requirements decomposition .......................... 664
Figure 171. 1.4.1.7 Gain Enterprise Commitment to Service Strategies decomposition .............. 667
Figure 172. 1.4.2 Service Capability Delivery decomposition ......................................................... 669
Figure 173. 1.4.2.1 Map & Analyze Service Requirements decomposition .................................... 675
Figure 174. 1.4.2.2 Capture Service Capability Shortfalls decomposition ..................................... 678
Figure 175. 1.4.2.3 Gain Service Capability Investment Approval decomposition ....................... 681
Page 56 of 1503

Figure 176. 1.4.2.4 Design Service Capabilities decomposition ..................................................... 684
Figure 177. 1.4.2.5 Enable Service Support & Operations decomposition .................................... 686
Figure 178. 1.4.2.6 Manage Service Capability Delivery decomposition ....................................... 689
Figure 179. 1.4.2.7 Manage Handover to Service Operations decomposition ............................... 693
Figure 180. 1.4.3 Service Development & Retirement decomposition ........................................... 696
Figure 181. 1.4.3.1 Gather & Analyze New Service Ideas decomposition ...................................... 702
Figure 182. 1.4.3.3 Develop New Service Business Proposal decomposition .............................. 705
Figure 183. 1.4.3.4 Develop Detailed Service Specifications decomposition ................................ 707
Figure 184. 1.4.3.5 Manage Service Development decomposition ................................................. 711
Figure 185. 1.4.3.6 Manage Service Deployment decomposition ................................................... 715
Figure 186. 1.4.4 SM&O Support & Readiness decomposition....................................................... 718
Figure 187. 1.4.4.1 Manage Service Inventory decomposition ....................................................... 724
Figure 188. 1.4.4.2 Enable Service Configuration & Activation decomposition ............................ 728
Figure 189. 1.4.4.3 Support Service Problem Management decomposition .................................. 734
Figure 190. 1.4.4.4 Enable Service Quality Management decomposition ...................................... 738
Figure 191. 1.4.5 Service Configuration & Activation decomposition ........................................... 742
Figure 192. 1.4.5.1 Design Solution decomposition ........................................................................ 751
Figure 193. 1.4.5.2 Allocate Specific Service Parameters to Services decomposition ................. 755
Figure 194. 1.4.5.3 Track & Manage Service Provisioning decomposition .................................... 758
Figure 195. 1.4.5.4 Implement, Configure & Activate Service decomposition .............................. 762
Figure 196. 1.4.5.5 Test Service End-to-End decomposition .......................................................... 766
Figure 197. 1.4.5.6 Issue Service Orders decomposition ................................................................ 768
Figure 198. 1.4.5.7 Report Service Provisioning decomposition .................................................... 773
Figure 199. 1.4.5.9 Recover Service decomposition........................................................................ 775
Figure 200. 1.4.6 Service Problem Management decomposition.................................................... 779
Figure 201. 1.4.6.1 Create Service Trouble Report decomposition ................................................ 787
Figure 202. 1.4.6.2 Diagnose Service Problem decomposition ...................................................... 790
Figure 203. 1.4.6.3 Correct & Resolve Service Problem decomposition ...................................... 795
Figure 204. 1.4.6.4 Track & Manage Service Problem decomposition ........................................... 800
Figure 205. 1.4.6.5 Report Service Problem decomposition ........................................................... 805
Figure 206. 1.4.6.7 Survey & Analyze Service Problem decomposition ....................................... 808
Figure 207. 1.4.7 Service Quality Management decomposition ...................................................... 813
Figure 208. 1.4.7.1 Monitor Service Quality decomposition ........................................................... 820
Figure 209. 1.4.7.2 Analyze Service Quality decomposition ........................................................... 824
Figure 210. 1.4.7.3 Improve Service Quality decomposition ........................................................... 827
Figure 211. 1.4.7.4 Report Service Quality Performance decomposition ...................................... 830
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Figure 212. 1.4.7.5 Create Service Performance Degradation Report decomposition ................. 833
Figure 213. 1.4.7.6 Track & Manage Service Quality Performance Resolution decomposition ... 835
Figure 214. 1.4.8 Service Guiding & Mediation decomposition ...................................................... 841
Figure 215. 1.4.8.1 Mediate Service Usage Records decomposition ............................................. 844
Figure 216. 1.5.1 Resource Strategy & Planning decomposition ................................................... 848
Figure 217. 1.5.1.1 Gather & Analyze Resource Information decomposition ................................ 854
Figure 218. 1.5.1.2 Manage Resource Research decomposition .................................................... 857
Figure 219. 1.5.1.3 Establish Resource Strategy & Architecture decomposition ......................... 860
Figure 220. 1.5.1.4 Define Resource Support Strategies decomposition ...................................... 863
Figure 221. 1.5.1.5 Produce Resource Business Plans decomposition ........................................ 866
Figure 222. 1.5.1.6 Develop Resource Partnership Requirements decomposition....................... 870
Figure 223. 1.5.1.7 Gain Enterprise Commitment to Resource Plans decomposition .................. 872
Figure 224. 1.5.2 Resource Capability Delivery decomposition ..................................................... 875
Figure 225. 1.5.2.1 Map & Analyze Resource Requirements decomposition ................................ 882
Figure 226. 1.5.2.2 Capture Resource Capability Shortfalls decomposition ................................. 885
Figure 227. 1.5.2.3 Gain Resource Capability Investment Approval decomposition .................... 888
Figure 228. 1.5.2.4 Design Resource Capabilities decomposition ................................................. 891
Figure 229. 1.5.2.5 Enable Resource Support & Operations decomposition ................................ 894
Figure 230. 1.5.2.6 Manage Resource Capability Delivery decomposition .................................... 896
Figure 231. 1.5.2.7 Manage Handover to Resource Operations decomposition ........................... 900
Figure 232. 1.5.3 Resource Development & Retirement decomposition ....................................... 902
Figure 233. 1.5.3.1 Gather & Analyze New Resource Ideas decomposition .................................. 908
Figure 234. 1.5.3.3 Develop New Resource Business Proposal decomposition ........................... 911
Figure 235. 1.5.3.4 Develop Detailed Resource Specifications decomposition ............................ 913
Figure 236. 1.5.3.5 Manage Resource Development decomposition ............................................. 917
Figure 237. 1.5.3.6 Manage Resource Deployment decomposition ............................................... 921
Figure 238. 1.5.3.7 Manage Resource Exit decomposition ............................................................. 924
Figure 239. 1.5.4 RM&O Support & Readiness decomposition ...................................................... 927
Figure 240. 1.5.4.1 Enable Resource Provisioning decomposition ................................................ 936
Figure 241. 1.5.4.2 Enable Resource Performance Management decomposition ......................... 943
Figure 242. 1.5.4.3 Support Resource Trouble Management decomposition................................ 950
Figure 243. 1.5.4.4 Enable Resource Data Collection & Distribution decomposition ................... 955
Figure 244. 1.5.4.5 Manage Resource Inventory decomposition .................................................... 958
Figure 245. 1.5.4.7 Manage Logistics decomposition ..................................................................... 962
Figure 246. 1.5.5 Workforce Management decomposition .............................................................. 966
Figure 247. 1.5.5.1 Manage Schedules & Appointments decomposition ....................................... 972
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Figure 248. 1.5.5.4 Plan and Forecast Workforce Management decomposition ........................... 976
Figure 249. 1.5.5.5 Administer and Configure Workforce Management decomposition .............. 979
Figure 250. 1.5.5.7 Manage Work Order Lifecycle decomposition ................................................. 986
Figure 251. 1.5.6 Resource Provisioning decomposition ............................................................... 992
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
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
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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
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
Page 60 of 1503

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
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
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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
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 62 of 1503

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 processmodeling 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.
Page 65 of 1503

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.
Explanatory
Reserved for future use.
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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 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
Page 67 of 1503

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

Brief Description
Analyze the basic consumption profiles of market segments and associate these with
the product families available
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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 1503

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
Optional
Page 70 of 1503

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
Mandatory
Page 71 of 1503

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
Optional
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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
Interactions
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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
Page 74 of 1503

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

Page 75 of 1503

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
Page 76 of 1503

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
Page 77 of 1503

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
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
Page 78 of 1503

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
Page 79 of 1503

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 processes include all aspects of identification
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
Page 81 of 1503

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.
Explanatory
Page 82 of 1503

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
Optional
N/A
Interactions
N/A
Page 83 of 1503

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.
Explanatory
N/A
Mandatory
N/A
Page 84 of 1503

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

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.
Page 85 of 1503

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
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.
Page 86 of 1503

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
Gather Forecast Data

Brief Description
Gather data relevant to the product to which the forecast is related
Page 87 of 1503

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
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
Page 88 of 1503

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
Page 89 of 1503

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

Page 90 of 1503

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
Page 91 of 1503

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.
Page 92 of 1503

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 document proposals for
sales processes and sales channels, and gain approval for them. The processes define
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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
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 procedures, compensation plans, identification of product potential customers to
each channel and sale method
Explanatory
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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

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
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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
products.
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
Optional
Interactions
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Monitor Sales & Channel Practices

Brief Description
These processes ensure that the enterprise can provide sales and channel capabilities as
products.
Explanatory
Mandatory
Optional
Interactions
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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 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
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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 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. 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.
Explanatory
Mandatory
Optional
Interactions
Gain Sales Proposals Approval

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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

Brief Description
Develop and implement new or adapted sales processes and/or channels to support
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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 procedures, compensation plans, identification of product potential customers to
each channel and sale method
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
Interactions
Manage Process & Channel Coordination

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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 profile, training
program development and sales methods and procedures, compensation plans,
identification of product potential customers to each channel and sale method
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 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
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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 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
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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

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 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.
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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
Mandatory
Optional
Interactions
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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 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 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
schemes, and for assessing the performance and effectiveness of sales channels.
Other marketing processes, such as Manage Campaign and Product Marketing
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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
Ensure Selling Capability

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
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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
schemes, and for assessing the performance and effectiveness of sales channels. Other
marketing processes, such as Manage Campaign and Product Marketing
Explanatory
Mandatory
Optional
Interactions
Manage Sales Leads

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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 distributing the lead into the appropriate
sales channel.
Explanatory
Mandatory
Optional
Interactions
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
Page 113 of 1503

1.1.7.9 Manage Sales Inventory
Figure 17. 1.1.7.9 Manage Sales Inventory decomposition
Manage Sales Inventory

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 purpose of the Manage Sales Inventory processes are twofold - 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 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.
Identifying and storing the inventory-relevant information requirements to be
captured for sales processes and sales commission management ;
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processes;
create, modify, update, delete and/or download sales data to and from the sales
inventory;
sales details, through use of automated or manual audits;
issues.
Explanatory
Mandatory
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
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Maintain Sales Inventory facilities

Brief Description
Explanatory
Mandatory
Optional
Interactions
Manage Sales Inventory Capture

Brief Description
processes;
Explanatory
Mandatory
Optional
Interactions
Control Sales Inventory Access

Page 116 of 1503

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
Ensure Sales Inventory Data Quality

Brief Description
sales details, through use of automated or manual 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.
Explanatory
Mandatory
Optional
Interactions
Page 117 of 1503

Track Sales Inventory Usage

Brief Description
Explanatory
Mandatory
Optional
Interactions
Identify Sales Inventory Shortcomings

Brief Description
issues.
Explanatory
Mandatory
Optional
Interactions
Page 118 of 1503

1.1.9 Selling
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
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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 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.
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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, 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.
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Explanatory
Mandatory
Optional
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
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Optional
Interactions
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,
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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.
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
1.1.9.1 Qualify & Educate Customer
Figure 19. 1.1.9.1 Qualify & Educate Customer decomposition
Qualify Opportunity
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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 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 negotiation with the
customer of, non-standard terms and conditions associated with sales proposals
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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 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
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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) 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 signoff formal agreement/contract between the customer and service provider.
Explanatory
Mandatory
Develop and negotiate with the customer (where required) non-standard terms and
conditions associated with sales proposals specifically developed to meet specific
customer requirements.
Optional
Interactions
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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

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
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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.
1.1.9.3 Cross/Up Selling
Figure 21. 1.1.9.3 Cross/Up Selling decomposition
Cross/Up Selling
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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
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.
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Optional
Interactions
Recommend Appropriate Offerings

Brief Description
Based on the data collected, recommend more appropriate offerings to the customer.
Explanatory
Mandatory
Based on the data collected, recommend more appropriate offerings to the customer.
Optional
Interactions
1.1.9.4 Develop Sales Proposal
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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 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
Ascertain Customer Requirements

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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 nonstandard offering, or may require the creation of a project team to construct an offering
in response to a customers Request For Proposal.
Explanatory
Mandatory
Ascertain the customers 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.
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.
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Optional
Interactions
Develop Proposal against Customer Requirements

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 assessment and business
case development.
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 assessment and business
case development.
Optional
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Interactions
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
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Interactions
Contact Customer (on regular basis)

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.
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Optional
Interactions
Update Sales Repository

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.
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1.1.9.6 Acquire Customer Data
Figure 24. 1.1.9.6 Acquire Customer Data decomposition
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
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.
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Explanatory
Mandatory
Optional
Interactions
Determine Required Customer Data

Brief Description
In most standard offerings the necessary customer data is often captured on the sales
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
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
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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
Mandatory
Optional
Interactions
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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 activities from lead generation to product and literature
fulfillment, and hand-off of leads to the selling processes.
Explanatory
Mandatory
Optional
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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.
Develops the appropriate relationships with contacts, leads, and prospects.
Explanatory
Mandatory
Optional
Interactions
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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.
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
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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 existing parties and
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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
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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.
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

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Brief Description
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
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(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
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

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Brief Description
Identify potential solutions from the enterprise's product catalog against a prospect's
needs.
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

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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.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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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
Brief Description
N/A
N/A
Explanatory
Not used for this process element.
Mandatory
Optional
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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
1.1.13 Sales Performance Management
Figure 31. 1.1.13 Sales Performance Management decomposition
Sales Performance Management

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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 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

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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, 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

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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.
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
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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 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

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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
Ensure Marketing Communication Capability

Brief Description
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
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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
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
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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 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

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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.
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.
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.14.3 Develop Marketing

Communication
Figure 33. 1.1.14.3 Develop Marketing Communication decomposition
Develop Marketing Communication

Brief Description
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
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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

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

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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
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

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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
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.
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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
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

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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
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
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1.1.14.5 Monitor Marketing

Communication Effectiveness
Figure 35. 1.1.14.5 Monitor Marketing Communication Effectiveness decomposition
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 marketing communication. Based
on analysis these processes feedback suggested changes to re-enforce the message or
to adapt the message to become more effective.
develop, gather, and analyze (to some degree) marketing communication metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Marketing Communication Metrics

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Brief Description
Develop metrics to gauge the effectiveness of market communications.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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

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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
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
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1.1.15 Marketing Campaign Management
Figure 36. 1.1.15 Marketing Campaign Management decomposition
Marketing Campaign Management

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
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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 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
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Ensure Marketing Campaign Capability

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

Brief Description
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,
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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
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
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Interactions
N/A
Monitor Marketing Campaign Effectiveness

Brief Description
Establish metrics, monitor metrics, and analyze metrics to gauge the effectiveness of a
marketing campaign or campaigns.
Monitor Marketing Campaign Effectiveness establishes metrics, monitors metrics, and
analyzes metrics to gauge the effectiveness of a marketing campaign or campaigns.
Based on analysis these processes feedback suggested changes to adapt the campaign
or campaigns to become more effective now or in the future.
develop, gather, and analyze (to some degree) marketing 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.
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
End Marketing Campaign

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 identification of
Page 179 of 1503

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.1.15.3 Develop Marketing Campaign
Figure 37. 1.1.15.3 Develop Marketing Campaign decomposition
Develop Marketing Campaign

Brief Description
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.
campaign are defined. Develop a target list of customers and other parties that will be
contacted as part of the campaign.
Page 180 of 1503


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
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

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Brief Description
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
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

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Brief Description
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
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

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Brief Description
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
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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.
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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 190 of 1503

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 coordination 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.
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
Page 191 of 1503

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 192 of 1503

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
Explanatory
Mandatory
Page 193 of 1503

Optional
Interactions
Gather Product Information

Brief Description
Establish and management of external providers and internal resources for providing
Gather Product information processes focus on establishment and Management of
relationships with external providers of product information, and management of
internal resources used for providing 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 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.
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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
1.2.1.2 Establish Product Portfolio

Strategy
Figure 42. 1.2.1.2 Establish Product Portfolio Strategy decomposition
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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 coordination and management functions.
Explanatory
Mandatory
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
Page 196 of 1503

Interactions
Implement product portfolio management functions

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

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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 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
Page 198 of 1503

Mandatory
Optional
Interactions
Communicate Business Plans

Brief Description
Communicating the plans
Explanatory
Mandatory
Optional
Interactions
Develop Product Portfolio Forecasts

Brief Description
Develop portfolio forecasts
Explanatory
Mandatory
Optional
Page 199 of 1503

Interactions
Negotiate Product Business Plan Resources

Brief Description
Negotiate for required level of resources
Explanatory
Mandatory
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
Page 200 of 1503

Develop Product Pricing Strategy

Brief Description
Develop anticipated pricing strategies,
Explanatory
Mandatory
Optional
Interactions
Develop Revenue/Cost Projections

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

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

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
Page 202 of 1503

Explanatory
Mandatory
Optional
Interactions
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 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
Page 203 of 1503

all aspects of identification of stakeholders and negotiation to gain stakeholder

approval.
Explanatory
Mandatory
Optional
Interactions
Identify Stakeholders to Product Business plans

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.
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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
Gain Enterprise Commitment to Product Business plans

Brief Description
Gain Enterprise commitment to the product portfolio strategy and individual product
plans
Explanatory
Mandatory
Optional
Interactions
Page 205 of 1503

1.2.2 Product & Offer Capability Delivery
Figure 45. 1.2.2 Product & Offer Capability Delivery decomposition
Product & Offer Capability Delivery

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 Third-generation
Mobile Telephony networks.
Explanatory
Mandatory
Optional
Interactions
Page 206 of 1503

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 cross-enterprise 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.
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.
Page 207 of 1503

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 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 cross-enterprise co-ordination and
management functions to ensure that the business case is supported by all
stakeholders.
Explanatory
Mandatory
Optional
Interactions
Deliver Product Capability

Page 208 of 1503

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
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
Page 209 of 1503

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
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
Page 210 of 1503

1.2.2.1 Define Product Capability

Requirements
Figure 46. 1.2.2.1 Define Product Capability Requirements decomposition
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
infrastructure capabilities required to deliver the product infrastructure. The processes
include any cross-enterprise co-ordination and management functions to ensure that
the requirements capture the needs of all stakeholders.
and Party Offering Development & Retirement processes, and potentially the Resource,
horizontal process groupings.
Explanatory
Mandatory
Page 211 of 1503

Optional
Interactions
Capture Product Infrastructure Requirements

Brief Description
These processes define the detailed infrastructure requirements to support the product
portfolio and individual product plans. Product infrastructure requirements to support
new product initiatives in the PLM vertical are captured in this process, as well as any
infrastructure capabilities required to deliver the product infrastructure.
Explanatory
Mandatory
Optional
Interactions
Agree Product Infrastructure Requirements

Brief Description
These processes obtain agreement to the detailed infrastructure requirements to
support the product portfolio and individual product plans. The processes include any
cross-enterprise co-ordination and management functions to ensure that the
requirements capture the needs of all stakeholders.
Page 212 of 1503

Explanatory
Mandatory
Optional
Interactions
Report Product Infrastructure Requirements

Brief Description
and Party Offering Development & Retirement processes, and potentially the Resource
domain process groupings.
Explanatory
Mandatory
Optional
Interactions
Page 213 of 1503

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
The Capture Product Capability Shortfalls processes identify specific or imminent
product capacity, product performance and/or product operational support shortfalls.
Management processes to establish detailed views of anticipated product capacity and
performance shortfalls and support process issues.
Explanatory
Mandatory
Optional
Interactions
Capture Product Capacity Shortfalls

Page 214 of 1503

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 shortfalls. These
processes take information available from the Customer Relationship Management
processes to establish detailed views of anticipated product performance issues.
Explanatory
Mandatory
Optional
Interactions
Capture Product Operational Support Shortfalls

Page 215 of 1503

Brief Description
These processes identify specific or imminent product operational support shortfalls.
Management processes to establish detailed views of anticipated product operational
support issues.
Explanatory
Mandatory
Optional
Interactions
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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
the PLM processes. The processes include any cross-enterprise co-ordination and
management functions to ensure that the business case is supported by all
stakeholders.
Page 217 of 1503

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
the PLM processes.
Explanatory
Mandatory
Optional
Interactions
Gain Product Business Case Approval

Page 218 of 1503

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 co-ordination 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

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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
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
detailed management of individual infrastructure component delivery managed through
separate processes.
Explanatory
Mandatory
Optional
Page 220 of 1503

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 221 of 1503

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 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
Explanatory
Mandatory
Optional
Page 222 of 1503

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 223 of 1503

Interactions
Ensure Product Handover Support

Brief Description
These processes ensure that all tools, test equipment, operational procedures, support
groups, and training is in place to allow for successful operation.
Explanatory
Mandatory
Optional
Interactions
Page 224 of 1503

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 225 of 1503

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 co-coordinated, 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.
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Explanatory
Mandatory
Optional
Interactions
1.2.3 Product & Offer Development &

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

Page 227 of 1503

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
Optional
Page 228 of 1503

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 229 of 1503

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]

Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Interactions
Develop New Opportunity Concepts[DELETED]

Page 230 of 1503

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
Develop Product Commercialization Strategy[DELETED]

Page 231 of 1503

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

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

Brief Description
Deleted
Page 232 of 1503

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
Explanatory
Page 233 of 1503

Mandatory
Optional
Interactions
Identify Product Issues[DELETED]

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

Brief Description
Deleted
Deleted
Explanatory
Mandatory
Optional
Page 234 of 1503

Interactions
Manage Product Handover[DELETED]

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
Manage Product Exit[DELETED]

Page 235 of 1503

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

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

Brief Description
Deleted
Deleted
Page 236 of 1503

Explanatory
Mandatory
Optional
Interactions
Develop Product Transition Strategies[DELETED]

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

Brief Description
Deleted
Deleted
Explanatory
Mandatory
Page 237 of 1503

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 processes to operate effectively.
the CRM Fulfillment, Assurance and Billing processes to operate effectively.
the Product Fulfillment, Assurance and Billing processes to operate effectively.
Provision of product process infrastructure
Page 238 of 1503

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
Monitoring and reporting on the capabilities and costs of the individual Product FAB
processes
Longer-term trend analysis on product 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.
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.
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;
Page 239 of 1503

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

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.
Page 240 of 1503

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 information capture
processes;
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.
Explanatory
Mandatory
Optional
Interactions
Page 241 of 1503

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
of the Customer QoS/SLA Management processes.
Page 242 of 1503


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;
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;
processes;
Customer QoS/SLA Management notification and reporting processes
Explanatory
Mandatory
Optional
Interactions
Ensure Customer QoS/SLA Capability

Brief Description
Page 243 of 1503

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

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.
Page 244 of 1503

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
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 ;
Establishing and managing the product offering inventory management and information capture
processes;
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.
Explanatory
Mandatory
Optional
Page 245 of 1503

Interactions
Identify Relevant Product Offering Inventory Information

Brief Description
Identifying the inventory-relevant information requirements to be captured for product
offerings
Explanatory
Mandatory
Optional
Interactions
Maintain Product Offering Inventory facilities

Brief Description
Explanatory
Mandatory
Optional
Interactions
Page 246 of 1503

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
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
Explanatory
Mandatory
Optional
Interactions
Ensure Product Offering Inventory Data Quality

Page 247 of 1503

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
Explanatory
Mandatory
Optional
Interactions
Page 248 of 1503

Identify Product Offering Inventory Shortcomings

Brief Description
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 249 of 1503

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 250 of 1503

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

Page 251 of 1503

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
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
time;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 252 of 1503

Monitoring Product Offering Performance Analyses

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Aggregate QoS Performance Analysis

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 253 of 1503

Assist Trend Analysis Development

Brief Description
Sourcing details relating to purchased product offerings performance and analysis from
the product offering inventory to assist in the development of trend analyses;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Log Product Offering Analysis Results

Brief Description
Logging the results of the analysis into the product offering inventory repository
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Agree Service Outages

Page 254 of 1503

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Track Customer QoS/SLA Management Process Capability

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

Page 255 of 1503

Brief Description
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 performance of groups of
like purchased product offerings to identify any longer term deterioration;
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 256 of 1503

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.
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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
Retirement.
Product Specifications represent the types of services and resources made available as
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 258 of 1503


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
both.
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.
Note that this process is reused to support the development of product offerings onboarded from other parties with whom an enterprises collaborates to deliver value to
Page 259 of 1503

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 offerings have
with other parties.
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
Retirement.
Product Specifications represent the types of services and resources made available as
Product Specification Development & Retirement processes develop and deliver new
Page 260 of 1503

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.
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
Gather & Analyze New Product Specification Ideas

Brief Description
Research and analyze demographic, customer, technology and marketing information to
identify new product specification opportunities.
Page 261 of 1503

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.
The business proposal also identifies the development costs and anticipated benefits,
including forecast demand, revenue gains, productivity gains, performance
improvements and/or operational cost 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
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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 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
Page 263 of 1503

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 delivery in line
with the approved business case of all required product 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 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

Page 264 of 1503

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
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
identify new product specification opportunities.
Page 265 of 1503

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
Gather Product Specification Ideas

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
Page 266 of 1503

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

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
Page 267 of 1503

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

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
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
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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
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
Page 269 of 1503

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
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
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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
Page 271 of 1503

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.
Develop New Product Specification Business Proposal processes, such as Assess New
Product Specification Risks and Competitive Positioning.
Page 272 of 1503

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
Manage New Product Specification Involved Party

Page 273 of 1503

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
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

Page 274 of 1503

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
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
Develop Detailed Product Commercial Specifications

Brief Description
Develop the product specification, develop the required non-configurable 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 non-configurable features known as characteristics are developed.
Page 275 of 1503

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 appropriately
documented. Additionally the processes ensure that the documentation is captured in
an appropriate enterprise repository.
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
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
Page 276 of 1503

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 include the creation of metrics used to measure the
performance of individual specifications 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.
The processes ensure that all detailed specifications are produced and appropriately
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop Detailed Product Operational Specifications

Page 277 of 1503

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 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
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
Page 278 of 1503

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

Brief Description
Develop the product specification, develop the required non-configurable 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 non-configurable 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 appropriately
aspects of a product specification, such as groupings and features, it is assumed that the
sub-processes also perform updates and removals.
Page 279 of 1503

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Specification

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

Page 280 of 1503

Brief Description
Define non-configurable features known as characteristics for a product specification.
Define Product Specification Features/Properties defines non-configurable 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.
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
Page 281 of 1503

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 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
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Interactions
N/A
Ensure Product Specification Documentation Production

Brief Description
Ensure that all detailed specifications are produced and appropriately documented.
Ensure Product Specification Documentation Production ensures 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
1.2.7.2 Product Offering Development &

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

Page 283 of 1503

Brief Description
both.
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.
Note that this process is reused to support the development of product offerings onboarded 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 offerings have
with other parties.
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
Page 284 of 1503

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.
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.
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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
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.
Page 286 of 1503

Explanatory
N/A
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
Page 287 of 1503

Product Offering Prototyping

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 mind, including
introducing a new product, retaining customers, bringing in new customers, and
Page 288 of 1503

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 289 of 1503

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

Brief Description
Manage 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.
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 290 of 1503

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
Explanatory
N/A
Page 291 of 1503

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
Page 292 of 1503

Optional
N/A
Interactions
N/A
Undertake Product Offering Promotion Trend Analysis

Brief Description
Undertake trend analysis on product offering promotions including the identification of
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 293 of 1503

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 294 of 1503

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
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 opportunities, and as a result of the
analysis develop new opportunity concepts. Requirements from the sales organization
relating to 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
Page 295 of 1503

Mandatory
N/A
Optional
N/A
Interactions
N/A
Develop New Product Offering Business Proposal

Brief Description
Develop and document business proposals for the identified new 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
offering requirements, including the possible sales channels that will deliver the
offerings to customers and locations for which the offering is available.
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
product offering 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 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
available.
Explanatory
N/A
Mandatory
N/A
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Optional
N/A
Interactions
N/A
Develop Detailed Product Offering

Brief Description
Develop and document the detailed product offering, and its related commercial and
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
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
Conduct Product Offering Acceptance Testing

Brief Description
Conduct acceptance testing of new and enhanced products in preparation for
launch/rollout to the market.
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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.
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
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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 cross-enterprise 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
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.
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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
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
required product offering capabilities for that business case across the enterprise.
Manage Product Offering Development ensures the co-coordinated delivery in line with
the approved business case of all required product 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
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
Page 300 of 1503

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
Gather & Analyze New Product Offering Ideas

Brief Description
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
Page 301 of 1503

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 opportunities, and as a result of the
analysis develop new opportunity concepts. Requirements from the sales organization
relating to 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
Mandatory
N/A
Optional
N/A
Interactions
N/A
Identify Product Offering Opportunities and Requirements

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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 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
Page 303 of 1503

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
Develop and document business proposals for the identified new 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
offering requirements, including the possible sales channels that will deliver the
offerings to customers and locations for which the offering is available.
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
product offering 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 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
available.
Explanatory
N/A
Page 304 of 1503

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

Brief Description
Identify the development costs and anticipated benefits. This includes forecasted
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.
Page 305 of 1503

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
Develop New Product Offering Feasibility Assessment

Brief Description
Produce new product offering feasibility assessment.
Page 306 of 1503

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.
Develop New Product Offering Business Proposal processes, such as Assess New Product
Offering Risks and Competitive Positioning.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Provide New Product Offering Business Proposal Notification

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Brief Description
Issue a new product offering 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 Offering Business Proposal Notification issues notifications to
are specified by the Manage New Product Offering Notification Involved Party process.
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.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 308 of 1503

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 the approval of it
or to other parties involved in some way with the approval process.
Provide New Product Offering Business Proposal Notification issues notifications to
are specified by the Manage New Product Offering Notification Involved Party process.
Explanatory
N/A
Mandatory
N/A
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Optional
N/A
Interactions
N/A
Manage New Product Offering Involved Party

Process Identifier: 1.2.7.2.1.2.6.1
Brief Description
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.
are involved.
Explanatory
N/A
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.
Page 310 of 1503

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
1.2.7.2.1.3 Develop Detailed Product

Offering
Figure 73. 1.2.7.2.1.3 Develop Detailed Product Offering decomposition
Develop Detailed Product Offering

Page 311 of 1503

Brief Description
Develop and document the detailed product offering, and its related commercial and
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
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.
Page 312 of 1503

Associations between and among product offerings are developed. These associations
represent business rules, such as migration, substitution, dependency, or exclusivity
between and among the 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 the processes ensure that the
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.
The processes ensure that all detailed specifications are produced and appropriately
Page 313 of 1503

Explanatory
N/A
Mandatory
N/A
Optional
N/A
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. These associations
represent business rules, such as migration, substitution, dependency, or exclusivity
Page 314 of 1503

between and among the 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
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 on-boarded from other parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Product Offering Features/Properties

Page 315 of 1503

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 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

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Brief Description
Define associations (relationships) between and among product offerings.
Define Inter-Product Offering Association defines associations (relationships) between
and among product offerings. These 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

Page 317 of 1503

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 a product offering.
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

Page 318 of 1503

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
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
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Optional
N/A
Interactions
N/A
Identify Product Offering Issues

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
Page 320 of 1503

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.
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

Page 321 of 1503

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
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

Page 322 of 1503

Brief Description
Identify participants (individuals/organizations) that will participate in the testing.
Explanatory
N/A
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
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1.2.7.2.1.6 Manage Product Offering Exit
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 cross-enterprise 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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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
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

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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 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
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 on-boarded product
offerings should also be removed.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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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
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
Develop policy support and decision support knowledge for a product offering.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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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
Support the operational introduction of new processes and infrastructure for a new or
enhanced product offering.
Explanatory
N/A
Mandatory
N/A
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Optional
N/A
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 full-scale introduction
for general availability.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 329 of 1503

Interactions
N/A
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
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Mandatory
N/A
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 331 of 1503

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 crossoffering 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 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.
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Algorithmic Product Offering Pricing develops (creates, modifies, deletes) a product
offering pricing algorithmic matrix specification and the content of the matrix. The
matrix is used to determine the price to 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.
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
Feature/Property Product Offering Pricing

Brief Description
Define simple to complex feature/property-based product offering pricing.
Page 333 of 1503

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
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

Page 334 of 1503

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
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, nonrecurring, 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.
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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.
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
Page 336 of 1503

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
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.
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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.
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.
Page 338 of 1503

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.
and Obtain Product Offering Price Approval processes to provide 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
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

Page 339 of 1503

Brief Description
Set Product Offering Price sets (creates) a variety of prices such as recurring, nonrecurring, 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
Create Product Offering Price

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

Page 340 of 1503

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

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
Page 341 of 1503

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

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,
Page 342 of 1503

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.
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.
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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
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

Page 344 of 1503

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.
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
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
Page 345 of 1503

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
Interactions
N/A
1.2.7.2.2.1.5 Provide Product Offering

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

Brief Description
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.
are involved.
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Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Issue Pricing Notification

Brief Description
Send pricing related notifications to involved parties.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 348 of 1503

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 crossoffering 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.
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
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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"
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.
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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.
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
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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
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
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Optional
N/A
Interactions
N/A
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 the content of
the matrix. The matrix is used to determine the price to 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.
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Algorithmic Product Offering Pricing develops (creates, modifies, deletes) a product
offering pricing algorithmic matrix specification and the content of the matrix. The
matrix is used to determine the price to 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.
Matrix specification development includes defining the matrix and its rows and
columns. The rows and columns represent the criteria evaluated to determine the
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.
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Develop Algorithmic Product Offering Pricing Matrix Specification 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
Optional
N/A
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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
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.
Develop Algorithmic Product Offering Pricing Matrix Specification 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.
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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.
Develop Algorithmic Product Offering Pricing Matrix Specification 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

Brief Description
Develop the structure of a product offering pricing matrix by defining its rows and
columns and other dimensions.
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Develop Algorithmic Product Offering Pricing Matrix Specification 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
and so forth.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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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.
Explanatory
N/A
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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 charged/allowed, and values for
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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
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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.
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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
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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.
Note that this process reuses a set of generalized cataloging processes that can also be
used to develop service catalogs and resource catalogs.
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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.
Develop Product Offering Catalog defines, updates, and removes a product offering
catalog. It associates a product offering and applicable product offering prices with a
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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
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1.2.7.2.3.2 Develop Product Offering

Catalog
Figure 91. 1.2.7.2.3.2 Develop Product Offering Catalog decomposition
Develop Product Offering Catalog

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
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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 on-boarded from another party.
Explanatory
N/A
Mandatory
N/A
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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
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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
Define Product Offering Agreement Terms/Conditions

Brief Description
Define terms/conditions for a product offering agreement.
Define Product Offering Agreement Terms/Conditions defines 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).
The terms/conditions are accepted by a party when the offering is acquired.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
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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
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1.2.7.2.6.3 Develop Product Offering

Promotion
Figure 93. 1.2.7.2.6.3 Develop Product Offering Promotion decomposition
Develop Product Offering Promotion

Brief Description
Manage 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.
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 372 of 1503

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 373 of 1503

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

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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 375 of 1503

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
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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
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 377 of 1503

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 378 of 1503

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.
The focus of this process is to associate capacity and capacity demand with product
specifications, product offerings, and products.
Page 380 of 1503

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.
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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 is in place to
allow the CRM Fulfillment, Assurance and Billing processes to operate effectively.
Customer Support & Readiness processes ensure the support capability is in place to
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allow the Customer Fulfillment, Assurance and Billing processes to operate effectively.
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
Monitoring and reporting on the capabilities and costs of the individual Customer FAB
processes
Longer-term trend analysis on customer 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 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 full-scale 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 customer occurs. Examples are information on how to handle unusual
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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 can operate effectively.
The purpose of the Support Order Handling processes is twofold to ensure that new
and/or modified Order Handling related infrastructure is deployed effectively, and to
ensure that Order Handling processes can operate effectively.
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;
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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 order handling
infrastructure;
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 time taken to
complete a customer order, frequency and type of Order Handling process issues
involved, and cancelled orders.
Explanatory
Mandatory
Optional
Page 385 of 1503

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 statistically driven preventative
and scheduled purchased product offering maintenance activities and monitoring,
managing and reporting on the capability of the Problem Handling processes.
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 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
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Mandatory
Optional
Interactions
Support Retention & Loyalty

Brief Description
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
Mandatory
Optional
Interactions
Manage Customer Inventory

Page 387 of 1503

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, 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 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.
Identifying the inventory-relevant information requirements to be captured for
customers ;
Identifying, establishing and maintaining customer inventory repository facilities;
Establishing and managing the customer inventory management and information
capture processes;
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 inventory
Identifying any technical driven shortcomings of the customer inventory repository,
and providing input to Resource Development & Management processes to rectify these
issues.
Explanatory
Was 1.1.1.10
Mandatory
Optional
Interactions
Support Bill Invoice Management

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Brief Description
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 can operate effectively.
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.
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.
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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 predetermined thresholds are tended to be exceeded.
Interactions
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 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
Page 390 of 1503

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
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
Ensure that all information and systems are available so that the Manage Billing Events
processes can be completed without delay.
The purpose of the Support Manage Billing Events processes is to make sure that there
is capability (for example, information, systems and 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
Page 391 of 1503

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

Brief Description
Ensure that all information and systems are available so that the 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 392 of 1503

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
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 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.
Page 393 of 1503

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 394 of 1503

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 is deployed
effectively, and to ensure that Order Handling processes can operate effectively.
The purpose of the Support Order Handling processes is twofold to ensure that new
and/or modified Order Handling related infrastructure is deployed effectively, and to
ensure that Order Handling processes can operate effectively.
Page 395 of 1503

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;
the capacity planning associated with the deployment of new and/or modified
customer order handling infrastructure;
creation, deployment, modification and/or upgrading of 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
monitoring capacity utilization of deployed customer order handling infrastructure to
reconfiguration and re-arrangement of under-utilized deployed customer order
managing recovery and/or removal of obsolete or unviable customer order handling
infrastructure;
reporting on deployed customer order handling infrastructure capacity;
reporting on the capability of the customer order handling infrastructure deployment
processes
establishing and managing customer order handling notification facilities and lists to
The processes undertake trend analysis on order handling, such as time taken to
Page 396 of 1503

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
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
Forecast Order Handling Requirements

Brief Description
Forecasting at an operational level customer order handling volume requirements;
Page 397 of 1503

Explanatory
Mandatory
Optional
Interactions
Capacity Plan Order Handling Infrastructure

Brief Description
Capacity planning associated with the deployment of new and/or modified customer
order handling infrastructure;
Explanatory
Mandatory
Optional
Interactions
Manage Order Handling Organizational Changes

Brief Description
Establishment and monitoring of organizational arrangements to support deployment
Page 398 of 1503

Explanatory
Mandatory
Optional
Interactions
Support Order Handling Infrastructure Deployment

Brief Description
Creation, deployment, modification and/or upgrading of customer order handling
infrastructure;
Explanatory
Mandatory
Optional
Interactions
Approve Order Handling Procedures

Brief Description
Authoring, reviewing and approving operational procedures developed by Marketing &
Offer Management processes prior to customer order handling infrastructure
deployment;
Page 399 of 1503

Explanatory
Mandatory
Optional
Interactions
Accept Order Handling Infrastructure

Brief Description
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;
Explanatory
Mandatory
Optional
Interactions
Address Order Handling infrastructure Issues

Brief Description
Detecting customer order handling infrastructure operational limitations and/or
Page 400 of 1503

Explanatory
Mandatory
Optional
Interactions
Roll-out Order Handling Infrastructure

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

Brief Description
Monitoring capacity utilization of deployed customer order handling infrastructure to
Explanatory
Page 401 of 1503

Mandatory
Optional
Interactions
Rebalance Order Handling Infrastructure Utilization

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

Brief Description
Managing recovery and/or removal of obsolete or unviable customer order handling
infrastructure;
Explanatory
Mandatory
Page 402 of 1503

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
Explanatory
Mandatory
Optional
Page 403 of 1503

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 facilities and lists to
Explanatory
Mandatory
Optional
Interactions
Page 404 of 1503

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

Brief Description
Assist Problem Handling processes by proactively undertaking statistically driven
Page 405 of 1503

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 statistically driven preventative
and scheduled purchased product offering maintenance activities and monitoring,
managing and reporting on the capability of the Problem Handling processes.
These processes are responsible for ensuring that the purchased product offerings are
working effectively and efficiently.
Developing and managing customer purchased product offering proactive
Establishing and managing customer problem notification facilities and lists to
support the Problem Handling notification and reporting processes
Explanatory
Mandatory
Optional
Interactions
Ensure Product Offering Operation

Page 406 of 1503

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
Interactions
Request Product Offering Data Collection

Page 407 of 1503

Brief Description
Explanatory
Mandatory
Optional
Interactions
Request Product Offering Performance Testing

Brief Description
Explanatory
Mandatory
Optional
Interactions
Manage Product Offering Maintenance Programs

Page 408 of 1503

Brief Description
Developing and managing customer purchased product offering proactive maintenance
programs;
Explanatory
Mandatory
Optional
Interactions
Request Provisioning Intervention

Brief Description
Explanatory
Mandatory
Optional
Interactions
Report Product Offering Trend Analysis

Page 409 of 1503

Brief Description
Explanatory
Mandatory
Optional
Interactions
Track Problem Handling Process Capability

Brief Description
Explanatory
Mandatory
Optional
Interactions
Manage Problem Handling Notification

Page 410 of 1503

Brief Description
Establishing and managing customer problem notification facilities and lists to support
the Problem Handling notification and reporting processes
Explanatory
Mandatory
Optional
Interactions
Undertake Problem Handling Trend Analysis

Brief Description
Explanatory
Mandatory
Optional
Interactions
Page 411 of 1503

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

Brief Description
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
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
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.
Page 412 of 1503

Explanatory
Mandatory
Optional
Interactions
Ensure Retention & Loyalty Capability

Brief Description
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.
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 413 of 1503

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, 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, 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 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.
customers ;
Page 414 of 1503


capture processes;
create, modify, update, delete and/or download customer data to and from the
customer inventory;
identified customer details, through use of automated or manual audits;
Identifying any technical driven shortcomings of the customer inventory repository,
issues.
Explanatory
Was 1.1.1.10
Mandatory
Optional
Interactions
Identify Relevant Customer Inventory Information

Brief Description
customers ;
Explanatory
Mandatory
Optional
Interactions
Page 415 of 1503

Maintain Customer Inventory facilities

Brief Description
Explanatory
Mandatory
Optional
Interactions
Manage Customer Inventory Capture

Brief Description
capture processes;
Explanatory
Mandatory
Optional
Interactions
Control Customer Inventory Access

Page 416 of 1503

Brief Description
Managing the registration and access control processes that enable processes to create,
modify, update, delete and/or download customer data to and from the customer
inventory;
Explanatory
Mandatory
Optional
Interactions
Ensure Customer Inventory Data Quality

Brief Description
identified customer details, through use of automated or 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
Optional
Interactions
Page 417 of 1503

Track Customer Inventory Usage

Brief Description
Explanatory
Mandatory
Optional
Interactions
Identify Customer Inventory Shortcomings

Brief Description
Identifying any technical driven shortcomings of the customer inventory repository, and
issues.
Explanatory
Mandatory
Optional
Interactions
Page 418 of 1503

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
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
the Bill Invoice Management processes can operate effectively.
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.
Optional
Page 419 of 1503

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
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

Brief Description
Establish and maintain the customer bill invoice formats, and any interaction with
specific customers to modify the format.
Page 420 of 1503

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.
Optional
Interactions
Define Billing Cycle

Page 421 of 1503

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.
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

Page 422 of 1503

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.
1.3.1.7 Support Bill Payments &

Receivables Management
Figure 104. 1.3.1.7 Support Bill Payments & Receivables Management decomposition
Page 423 of 1503

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,
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 predetermined 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
Page 424 of 1503

is to make sure that there is capability (for example, established collection channels,
processes can operate 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.
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
Page 425 of 1503

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
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.
Page 426 of 1503

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
Determine Bill Inquiry Handling Capability

Brief Description
Make sure that there is capability so that the Bill Inquiry Handling processes can operate
effectively.
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 resources where it has been identified that
current levels will impact on timely billing complaint handling.
Mandatory
The purpose of the Determine Bill Inquiry Handling Capability 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.
Page 427 of 1503

Optional
Interactions
Manage Billing Policy

Brief Description
Manage billing policies associated with customer billing dispute settlements.
Explanatory
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.
Page 428 of 1503

Optional
Interactions
The analysis results may be utilized to guide SP to develop or adjust billing policy.
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
Page 429 of 1503

Mandatory
N/A
Optional
N/A
Interactions
N/A
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
customers.
Explanatory
N/A
Page 430 of 1503

Mandatory
N/A
Optional
N/A
Interactions
N/A
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.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 431 of 1503

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.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Prepare Maturity Assessment

Brief Description
Page 432 of 1503

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
Optional
N/A
Interactions
N/A
Determine Maturity Level per Dimension

Brief Description
Explanatory
N/A
Mandatory
N/A
Page 433 of 1503

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 434 of 1503

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 435 of 1503

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 436 of 1503

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
Page 437 of 1503

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
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Conduct technical reviews

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
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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
customers.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Define Journey Building Blocks

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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
Interactions
N/A
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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

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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
Interactions
N/A
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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
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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.
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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
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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.
Explanatory
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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;
Monitoring the jeopardy status of customer orders, and escalating customer orders as
necessary
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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
Optional
Interactions
Page 451 of 1503

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 initiating request for a
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
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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
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.
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Explanatory
Mandatory
Optional
Interactions
1.3.3.1 Determine Customer Order

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

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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
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.
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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.
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;
Page 456 of 1503

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.
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
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
Explanatory
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Mandatory
Optional
Interactions
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)
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- 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
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

Page 459 of 1503

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
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 initiating request for a
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

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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
Optional
Page 461 of 1503

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 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
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
customers.
Explanatory
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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
Page 463 of 1503

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 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.
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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
Re-establish Customer Relationship

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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 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
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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 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.
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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
Interactions
Analyze & Manage Customer Risk

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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 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 massmarket.
- 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.
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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 that was actually
delivered meets original or updated expectations and agreements and that the solution
is operable by the customer.
Explanatory
Mandatory
Optional
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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 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
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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 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. 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.
Explanatory
Mandatory
Optional
Interactions
Report Customer Information

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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
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
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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

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.
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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.
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.
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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
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.
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Collection of Personalization Information also discourages switching since the customer
would have to build up the same Personalized experience with the next Service
Provider.
todays known needs.
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.
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Mandatory
Collects Personalization Information about customers.
Optional
Interactions
Provide Customer Personalization Information

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
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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.
Explanatory
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
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1.3.4.1.4 Validate Customer Satisfaction
Figure 123. 1.3.4.1.4 Validate Customer Satisfaction decomposition
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.
Explanatory
Mandatory
Optional
Interactions
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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.
Optional
Interactions
Validate Satisfaction of Customer

Brief Description
Explanatory
Mandatory
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Optional
Interactions
Initialize after-sales processes

Brief Description
Initialize after-sales processes (billing and assurance)
Explanatory
Mandatory
Optional
Interactions
1.3.4.2 Establish Customer Relationship
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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.
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
Verify Customer
Brief Description
Verify that the customer is who they claim they are.
The purpose of this process is to verify that the customer is who they 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
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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
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.
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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.
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.
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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 de-duplication check is performed.
Explanatory
Mandatory
Optional
Interactions
Gather Authentication Information

Brief Description
Gather Authentication Information from the customer.
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
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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 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
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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
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
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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
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
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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
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
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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
Customer Interaction Management process. These specialized summaries could be
specific reports required by specific customers.
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
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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 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
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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 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)

Page 494 of 1503

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
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
Page 495 of 1503

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 agreed, externally defined
standards used by the enterprise and its 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
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
Page 496 of 1503

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
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
Handle Request
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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
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
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Close Request
Brief Description
Formally closes the request when all related activities have been terminated
Explanatory
Mandatory
formally closes the request when all related activities have been 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
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 activities, proactive
Optional
Page 501 of 1503

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
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 agreed, externally defined
standards used by the enterprise and its 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
messages and transactions need to be undertaken with defined and agreed
orchestration for message exchange. The actual agreement between the parties to use
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specific interaction standards is part of the 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. customers using RosettaNet or Web Services
standards) will need to conform to message and data formats defined by third parties or
third 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
Performs identification of the necessary data formats to be sent 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.
Orchestrate Customer Interactions

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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
messages and transactions are undertaken with defined and agreed 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
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
Page 505 of 1503

Create Customer Record

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
Page 506 of 1503

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
Problem Handling
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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

Brief Description
Identify the root cause of the customer problem.
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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 changes and provide
management reports. These processes are responsible for continuously monitoring the
status of customer problem 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 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
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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 efficiently, and that escalation
is invoked as required for any open 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;
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
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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.
Explanatory
Mandatory
Optional
Interactions
Create Customer Problem Report

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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

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.
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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
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 processes include, but are not
limited to:
Verifying whether the customer is using the purchased product offering correctly
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Performing diagnostics based on the customer provided information to determine

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
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

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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
Optional
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

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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
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.
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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 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
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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
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 rootcause, 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.
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Interactions
1.3.7.2 Report Customer Problem
Figure 133. 1.3.7.2 Report Customer Problem decomposition
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 changes and provide
management reports. These processes are responsible for continuously monitoring the
status of customer problem reports and managing notifications to processes and other
managed and maintained by the Support Problem Handling processes. These processes
record, analyze and assess the customer problem report status changes to provide
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
Explanatory
Mandatory
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Optional
Interactions
Monitor Customer Problem

Brief Description
This process is responsible for continuously monitoring the status of customer problem
reports.
Explanatory
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
Explanatory
Mandatory
Makes the necessary reports about the problem that occurred, the root cause and the
activities carried out for recovery of normal operation.
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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
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
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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 Problem Handling processes
Optional
Interactions
Managing notifications to processes and other parties registered to receive notifications
Issue Customer Problem Management Summaries

Brief Description
This process issues specialized summaries of the efficiency and effectiveness of the
overall Customer Problem resolution process.
Explanatory
Mandatory
Issue specialized summaries of the efficiency and effectiveness of the overall S/P
problem resolution process. These specialized summaries could be specific reports
required by specific audiences.
Optional
Interactions
Generate Customer Problem Management Reports

Brief Description
This process generates Customer Problem management reports that provide
of the overall Customer Problem Management process. These specialized summaries
could be specific reports required by specific audiences.
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Explanatory
Mandatory
This process generates Customer Problem management reports that provide
of the overall Customer Problem Management process. These specialized summaries
Optional
Interactions
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 efficiently, and
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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 efficiently, and that escalation
is invoked as required for any open 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;
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
Monitoring the jeopardy status of open customer problem reports, and escalating
customer problem reports as necessary.
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
Coordinate Customer Problem

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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
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 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.
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
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Interactions
Escalate/End Customer Problem

Brief Description
Initiate escalation of customer problem reports as necessary
Explanatory
Mandatory
Ensure that escalation is being invoked as required for any open customer problem
reports in jeopardy.
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
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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 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.
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Optional
Interactions
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.
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Explanatory
Mandatory
Optional
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
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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
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.
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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
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
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1.3.7.5 Create Customer Problem Report
Figure 136. 1.3.7.5 Create Customer Problem Report decomposition
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
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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
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.
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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
Interactions
1.3.7.6 Correct & Recover Customer

Problem
Figure 137. 1.3.7.6 Correct & Recover Customer Problem decomposition
Correct & Recover Customer Problem

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Brief Description
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.
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
Manage Product Restoration

Brief Description
This process attempts to restore the purchased product offerings to a normal
operational state as efficiently as possible.
Explanatory
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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.
Explanatory
Mandatory
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.
Optional
Interactions
Determine Resolution Feasibility and Justification

Brief Description
To be added
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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
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
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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
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
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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
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
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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
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
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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
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

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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 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
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Mandatory
Optional
Interactions
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 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;
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.
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 guarantee that all
tasks are finished at the appropriate time and in the appropriate sequence.
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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
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.
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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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
Interactions
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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
meets the contractual obligations agreed with the 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
Mandatory
Maintain an overview of the quality of the customer's purchased product offering
Optional
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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
Optional
Interactions
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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
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
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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 agreed QoS is
violated. Ensure that action is undertaken to resolve the degradation or violation
Optional
Interactions
Follow-up QoS Violation Action

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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
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
Mandatory
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
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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, provide notifications of any
changes and provide management reports.
performance degradation reports and managing notifications to other processes and to
changes. Notification lists are managed and maintained by the Support Customer
QoS/SLA Management processes.
These processes record, analyze and assess the customer QoS performance degradation
the efficiency and effectiveness of the overall Customer QoS/SLA Management process.
and/or customers.
These processes also report any identified constraints that can affect customer related
failures, capacity shortages due to unexpected demand peaks, etc.
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Explanatory
Mandatory
Optional
Interactions
Monitor Customer QoS Report Status

Brief Description
Monitor the status of customer QoS performance degradation reports. These processes
are responsible for continuously monitoring the status of customer QoS performance
degradation reports. These processes record the customer QoS performance
degradation report status changes to support management reports.
Explanatory
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.
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
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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
changes.
Mandatory
Provide notifications of any changes to the status of customer QoS performance
degradation reports.
Optional
Interactions
Notification lists are managed and maintained by the Support Customer QoS/SLA
Management processes.
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 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.
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.
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Optional
Interactions
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

Brief Description
Create a new customer QoS performance degradation report
Explanatory
Mandatory
Optional
Page 556 of 1503

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.
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

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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
Mandatory
Request cancellation of existing customer QoS performance degradation reports
Optional
Interactions
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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 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;
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.
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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.
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

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
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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 performance
restoration activities and/or repair activities delegated to other processes
Optional
Interactions
Modify Customer QoS Report Information

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
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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 specific request was
related to a false performance event
Explanatory
Mandatory
Cancel a customer QoS performance degradation report when the specific request was
related to a false performance event
Optional
Interactions
Escalate/End Customer QoS Report

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Brief Description
Monitor the jeopardy status of open customer QoS performance degradation reports,
and escalate customer QoS performance degradation reports as necessary.
Explanatory
Mandatory
Monitor the jeopardy status of open customer QoS performance degradation reports,
and escalate customer QoS performance degradation reports as necessary.
Optional
Interactions
Engage External Product Suppliers

Brief Description
managed by other Parties. In these cases, initiate requests, through the other party
Performance Management for resolution 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.
Explanatory
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 coordinate all the actions necessary in order to guarantee that all tasks are finished at the
appropriate time and in the appropriate sequence.
Optional
Page 563 of 1503

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
Interactions
This process informs the Close Customer QoS Performance Degradation Report
processes
Page 564 of 1503

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, 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
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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
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, or can
be on a scheduled on a periodic basis at the Service Providers discretion.
Explanatory
Mandatory
Optional
Page 566 of 1503

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 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.
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
Page 567 of 1503

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 processes are used as the vehicle for
creating the commercial agreements.
Explanatory
Mandatory
Optional
Interactions
Page 568 of 1503

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
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
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, or can
be on a scheduled on a periodic basis at the Service Providers discretion.
Explanatory
Page 569 of 1503

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 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.
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Explanatory
It ensures that the appropriate taxes, rebates (i.e. missed customer commitments) and
credits are applied to the customers bill invoice(s).
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.
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
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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 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 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.
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.
Page 572 of 1503

Explanatory
Mandatory
Optional
Interactions
Render & Format Invoice

Brief Description
Render and format the customer bill invoice.
Explanatory
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 rearranging 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.
Page 573 of 1503

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.
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

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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
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.
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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 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.
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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

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

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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
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.
Page 578 of 1503

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.
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
Page 579 of 1503

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

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 pre-established 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 581 of 1503

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 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
Page 582 of 1503

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.
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
Page 583 of 1503

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 584 of 1503

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.
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.
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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
Collect Customer Payment

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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
underpayments, and the Bill Inquiry Handling processes for any over-payments. 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.
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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.
Explanatory
The requirements can include payment transfer cycle, payment interface requirements
Page 588 of 1503

and payment methods requirements. Note that the Supply Chain Capability Delivery
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 deliver the commercial
agreements.
1.3.10.3 Manage Customer Debt

Collection
Figure 150. 1.3.10.3 Manage Customer Debt Collection decomposition
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.
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
Explanatory
Mandatory
Optional
Interactions
Identify Overdue Invoice

Page 590 of 1503

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 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
Page 591 of 1503

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

Brief Description
Initiate debt recovery activities in accordance with appropriate commercial practice and
policies.
Explanatory
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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 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
Page 593 of 1503

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.
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.
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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 deliver the commercial
agreements.
1.3.11 Bill Inquiry Handling
Figure 151. 1.3.11 Bill Inquiry Handling decomposition
Bill Inquiry Handling

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
Page 595 of 1503

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.
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
Page 596 of 1503

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, and to determine whether the
inquiry has arisen due to circumstances originating in other process areas.
- 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 & 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.
Page 597 of 1503

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.
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.
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The objective of the Track & Manage Customer Bill Inquiry Resolution processes is to
efficiently assign, coordinate and track specific customer bill inquiry analysis, bill
- 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.
managed by other parties. In these cases the Track & 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 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

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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.
These processes are responsible for continuously monitoring the status 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 reports required by specific audiences and/or customers.
These processes also report any identified constraints that can affect customer billing
(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.
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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
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.
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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, and for requesting additional information if
required.
Explanatory
Mandatory
Optional
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

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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
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
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Interactions
1.3.11.2 Assess Customer Bill Inquiry

Report
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, 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, and to determine whether the
inquiry has arisen due to circumstances originating in other process areas.
- 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
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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

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.
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Explanatory
Mandatory
The purpose of Assess and Investigate Customer Bill Inquiry is to assess and investigate
customer bill inquiry 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. Update the customer bill inquiry report, as required during the
assessment.
Optional
Interactions
Make the results of the investigation available to other processes.
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

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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
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

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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
Explanatory
Mandatory
Optional
Interactions
Record Customer Bill Invoice Adjustment

Brief Description
Record the results of the adjustment if approved into the records relating to the
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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

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
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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
Interactions
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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 analysis, bill
The objective of the Track & Manage Customer Bill Inquiry Resolution processes is to
efficiently assign, coordinate and track specific customer bill inquiry analysis, bill
- 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.
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managed by other parties. In these cases the Track & 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 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
Schedule Customer Bill Inquiry Analysis and Adjustment Activities

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
Page 612 of 1503

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
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
Page 613 of 1503

activities, coordinating all the actions necessary in order to guarantee that all tasks are
finished at the appropriate time and in the appropriate sequence.
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.
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 inquiries/complaints.
Explanatory
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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
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
Page 615 of 1503

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
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
Page 616 of 1503

reports.
These processes are responsible for continuously monitoring the status 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
effectiveness of the overall Bill Inquiry Handling processes. 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 billing
(billing application and/or database, for example) failures, etc.
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.
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Optional
Interactions
Provide Customer Bill Inquiry Change Notification

Brief Description
Manage notifications to other processes and to other parties.
Explanatory
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
and/or customers.
Mandatory
The purpose of Provide Management Reports is to provide management reports and
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any specialized summaries of the efficiency and effectiveness of the overall Bill Inquiry
Handling processes. This process records, analyzes and assesses 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. 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
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
Page 619 of 1503

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
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
Page 620 of 1503

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
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
Page 621 of 1503

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.
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
Page 622 of 1503

1.3.12.1 Enrich Billing Events
Figure 158. 1.3.12.1 Enrich Billing Events decomposition
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
Page 623 of 1503

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.
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,
Page 624 of 1503

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 preconfigured rules, or manually.
Interactions
1.3.12.2 Guide Billing Events
Figure 159. 1.3.12.2 Guide Billing Events decomposition
Guide Billing Events

Page 625 of 1503

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
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
Page 626 of 1503

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 process is also responsible for
recording distribution logs to avoid duplicated billing event distribution.
Optional
Interactions
Page 627 of 1503

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.
Explanatory
Mandatory
Optional
Interactions
Page 628 of 1503

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.
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.
Page 629 of 1503

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
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.
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
Page 630 of 1503

Mandatory
Optional
Interactions
Generate Billing Event Report

Brief Description
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

Brief Description
Investigate problems related to billing event records.
Explanatory
Mandatory
The purpose of the Investigate Billing Event Related Problem process is to investigate
Page 631 of 1503

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 postbilling).
Explanatory
An example of such a process is customer review of billing events (pre-billing and postbilling).
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 632 of 1503

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 633 of 1503

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
Page 634 of 1503

based on selection of products (for 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 635 of 1503

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 realtime. 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 636 of 1503

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 637 of 1503

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.
Explanatory
Page 638 of 1503

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.
This process may include balance reservation and must be performed online.
Page 639 of 1503

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.
Service Strategy & Planning processes enable the development of a strategic view and a
Page 640 of 1503

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 potential customers.
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
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
Page 641 of 1503

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 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.
Page 642 of 1503

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
Optional
Interactions
Define Service Support Strategies

Page 643 of 1503

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

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.
of their customers and potential customers. The processes assess the impacts that new
Page 644 of 1503

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
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
Page 645 of 1503

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 processes include all aspects of identification
Explanatory
Mandatory
Optional
Interactions
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
Page 646 of 1503

identify new service directions and industry best practice, and potential enhancements
to existing services
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.
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
Gather Service Information

Brief Description
service information
Gather Service information processes focus on establishment and Management of
relationships with external providers of service information, and management of
internal resources used for providing service information.
Explanatory
Page 647 of 1503

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 practice, and potential enhancements to existing
services
Explanatory
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.
Page 648 of 1503

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
Mandatory
Optional
Interactions
Page 649 of 1503

1.4.1.2 Manage Service Research
Figure 166. 1.4.1.2 Manage Service Research decomposition
Manage Service Research

Brief Description
provide detailed assessment or investigation of new and emerging service capabilities
The Manage Service Research processes manage internally driven research
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
the service research activity.
Engaged Party domain processes.
Explanatory
Mandatory
Page 650 of 1503

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
be totally internally delivered, or may be outsourced to external parties.
Explanatory
Mandatory
Optional
Interactions
Manage administration of service research

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 actual research contracts with external parties, and develop and
manage any intellectual property and patent administration required 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.
Page 651 of 1503

Explanatory
Mandatory
Optional
Interactions
Define service research assessment methodologies

Brief Description
Define Service research assessment methodologies
Explanatory
Mandatory
Optional
Interactions
Page 652 of 1503

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 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
Optional
Interactions
Page 653 of 1503

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
Mandatory
Optional
Page 654 of 1503

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
Mandatory
Optional
Page 655 of 1503

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
Mandatory
Optional
Page 656 of 1503

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 657 of 1503

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
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.
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
Page 658 of 1503

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 659 of 1503

Interactions
Define Service Support performance standards

Brief Description
Define service support performance standards for the operational organization
providing service support.
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 660 of 1503

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.
of their customers and 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 developing and
delivering annual and multi-year service plans in support of products and offers that
Page 661 of 1503

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 662 of 1503

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 663 of 1503

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
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
Page 664 of 1503

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
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
services aspects to be delivered internally to enterprise
Explanatory
Mandatory
Optional
Interactions
Recommend Service Partnership

Brief Description
Scan external availability and recommend external parties
Page 665 of 1503

Recommend service partnership processes focus on scanning external 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 666 of 1503

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 processes include all aspects of identification
Explanatory
Mandatory
Optional
Interactions
Identify Stakeholders to service strategy and service plans

Page 667 of 1503

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 668 of 1503

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 both essential to
ensure that the enterprise can implement the services necessary for the future needs of
their customers and potential customers.
Page 669 of 1503

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.
These processes provide input into the requirements capture processes in the Resource
and Engaged party domains
Explanatory
Mandatory
Optional
Interactions
Page 670 of 1503

Capture Service Capability Shortfalls

Brief Description
Identify specific or imminent service capacity, service performance and/or service
The Capture Service Capability Shortfalls processes identify specific or imminent service
capacity, service performance and/or service operational support shortfalls. These
processes take information available from the Service Management & Operations
processes to establish detailed views of anticipated service capacity and performance
shortfalls and support process issues.
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
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.
Page 671 of 1503

The rules and procedures outlining the necessary approval process to be used are also
part of these processes.
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.
Note that the actual management of the sourcing process is handled within the Engaged
Party domains
Explanatory
Mandatory
Optional
Page 672 of 1503

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

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 coTM Forum 2015. All Rights Reserved.
Page 673 of 1503

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 infrastructure to
operational control
The Manage Handover to Service Operations processes manage the 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
Page 674 of 1503

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

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
Page 675 of 1503

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
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
Page 676 of 1503

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 capture the needs of all stakeholders.
Explanatory
Mandatory
Optional
Interactions
Report Service Infrastructure Requirements

Brief Description
and Engaged party domains.
Explanatory
Mandatory
Optional
Interactions
Page 677 of 1503

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
The Capture Service Capability Shortfalls processes identify specific or imminent service
capacity, service performance and/or service operational support shortfalls. These
processes to establish detailed views of anticipated service capacity and performance
Explanatory
Mandatory
Optional
Interactions
Capture Service Capacity Shortfalls

Page 678 of 1503

Brief Description
These processes identify specific or imminent service capacity shortfalls. These
processes to establish detailed views of anticipated service capacity issues.
Explanatory
Mandatory
Optional
Interactions
Capture Service Performance Shortfalls

Brief Description
These processes identify specific or imminent service performance shortfalls. These
processes to establish detailed views of anticipated service performance issues.
Explanatory
Mandatory
Optional
Interactions
Capture Service Operational Support Shortfalls

Page 679 of 1503

Brief Description
These processes identify specific or imminent service operational support shortfalls.
These processes take information available from the Service Management & Operations
processes to establish detailed views of anticipated service operational support issues.
Explanatory
Mandatory
Optional
Interactions
Page 680 of 1503

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
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
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.
Page 681 of 1503

stakeholders
Explanatory
Mandatory
Optional
Interactions
Develop Service Capability Investment Proposals

Brief Description
These processes capture all activities required to develop business proposals to develop
and deliver the required service capabilities, including identification of potential other
parties. These processes take the input from the Map & Analyze Service Requirements,
the Capture 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.
Explanatory
Mandatory
Optional
Page 682 of 1503

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.
stakeholders
Explanatory
Mandatory
Optional
Interactions
Page 683 of 1503

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 requirements in any
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
investment proposals, assess the most appropriate service infrastructure, develop the
necessary service infrastructure components, and select the most appropriate service
infrastructure other parties to support the service requirements.
Note that the actual management of the sourcing process is handled within the Engaged
Party domains
Explanatory
Mandatory
Optional
Page 684 of 1503

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
necessary service infrastructure components, to meet the identified service capability
requirements.
Explanatory
Mandatory
Optional
Page 685 of 1503

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 686 of 1503

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
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 687 of 1503

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
Page 688 of 1503

Optional
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 coordination 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,
Page 689 of 1503

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
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 690 of 1503

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
These processes develop the detailed delivery, implementation and roll-out timetables.
Page 691 of 1503

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 692 of 1503

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 infrastructure to
operational control
The Manage Handover to Service Operations processes manage the processes involved
in handover of deployed service infrastructure to operational control. These processes
Page 693 of 1503

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
Co-ordinate Service Operational Handover

Brief Description
These processes co-ordinate the processes involved in handover of deployed service
Explanatory
Mandatory
Optional
Interactions
Validate Service Infrastructure Design

Page 694 of 1503

Brief Description
These processes ensure that all operational and process performance design
requirements have been met by the installed service infrastructure.
Explanatory
Mandatory
Optional
Interactions
Ensure Service Handover Support

Brief Description
Explanatory
Mandatory
Optional
Interactions
Page 695 of 1503

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 696 of 1503

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 or enhancements to existing 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 697 of 1503

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 698 of 1503

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
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 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
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
Page 699 of 1503

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 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
Page 700 of 1503

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
Interactions
Page 701 of 1503

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
service information
Gather Service information processes focus on establishment and Management of
relationships with external providers of service information, and management of
internal resources used for providing service information.
Explanatory
Mandatory
Optional
Interactions
Gather & Analyze New Service Ideas

Page 702 of 1503

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 or enhancements to existing 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
Analyze Service Classes

Brief Description
These processes undertake the necessary analysis to identify potential service classes,
compare current service classes with the identified required service classes.
Explanatory
Mandatory
Optional
Interactions
Page 703 of 1503

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 704 of 1503

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
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
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
Page 705 of 1503

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
Interactions
Page 706 of 1503

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

Brief Description
Develop and document the detailed service-related technical and operational
specifications, and customer manuals.
Page 707 of 1503

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
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
Mandatory
Optional
Page 708 of 1503

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
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
Page 709 of 1503

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. 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
Mandatory
Optional
Interactions
Page 710 of 1503

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 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
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.
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.
Explanatory
Page 711 of 1503

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
procedures, etc. required to support the new service class/component are developed.
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
Page 712 of 1503

business case across the enterprise. 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.
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
Gain Service & Operational Agreements Approval for Services

Page 713 of 1503

Brief Description
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
produced to support the operation of the new service class.
Explanatory
Mandatory
Optional
Interactions
Page 714 of 1503

1.4.3.6 Manage Service Deployment
Figure 185. 1.4.3.6 Manage Service Deployment decomposition
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,
service class/component have been implemented. These processes ensure that
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
Page 715 of 1503

Manage Service Process & Procedure Implementation

Brief Description
procedures, etc. required to support the new service class/component have been
implemented.
Explanatory
Mandatory
Optional
Interactions
Manage Service Operational Staff Training

Brief Description
These processes ensure that appropriate operational staff are identified and have
received the necessary training.
Explanatory
Mandatory
Optional
Interactions
Page 716 of 1503

Develop Service Party Operational Support

Brief Description
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 717 of 1503

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 Management processes;
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 718 of 1503

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 quality of the data maintained in it.
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 quality of the data maintained in it.
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.
Identifying the inventory-relevant information requirements to be captured for service
infrastructure and service instances ;
Identifying, establishing and maintaining service inventory repository facilities;
Establishing and managing the service inventory management and information
capture processes;
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 inventory
Identifying any technical driven shortcomings of the service inventory repository, and
Page 719 of 1503


issues.
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;
the capacity planning associated with the deployment of new and/or modified service
infrastructure;
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;
authoring, reviewing and approving operational procedures developed by Service
Development & Management processes prior to service infrastructure deployment;
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
Page 720 of 1503

incompatibilities and providing requirements to address these aspects to Service

Development & Management processes;
and/or modified service infrastructure;
monitoring capacity utilization of deployed service infrastructure to provide early
detection of potential service infrastructure shortfalls;
reconfiguration and re-arrangement of under-utilized deployed service infrastructure;
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 and managed by third parties), and
reporting on the capability of the 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
The responsibilities of the Support Service Problem Management processes are twofold
- assist Service Problem Management processes by proactively undertaking statistically
These processes are responsible for ensuring that the service infrastructure is working
Page 721 of 1503

effectively and efficiently.

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 proactive
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

Brief Description
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.
The responsibilities of the Enable Service Quality Management processes are twofold support Service Quality Management processes by proactively monitoring and assessing
Page 722 of 1503


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 disruptive events, i.e. anticipated
traffic loads on Xmas day, planned outages, etc.;
Tracking and monitoring of the Service Quality Management processes and associated
costs (including where service infrastructure is deployed and managed by third parties),
and reporting on the 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
Page 723 of 1503

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
1.4.4.1 Manage Service Inventory
Figure 187. 1.4.4.1 Manage Service Inventory decomposition
Page 724 of 1503

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 quality of the data maintained in it.
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 quality of the data maintained in it.
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.
infrastructure and service instances ;
capture processes;
inventory;
audits;
issues.
Explanatory
Mandatory
Optional
Page 725 of 1503

Interactions
Manage Service Inventory Database and Processes

Brief Description
Establishing, managing and administering the enterprise's service inventory,
infrastructure and service instances;
capture processes;
inventory
Explanatory
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
audits;
Explanatory
Page 726 of 1503

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
repository and associated costs, and reporting on the findings;
Explanatory
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.
providing input to Service Development & Management processes to rectify these
issues.
Explanatory
Page 727 of 1503

Mandatory
Optional
Interactions
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 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;
Page 728 of 1503

the capacity planning associated with the deployment 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;
authoring, reviewing and approving operational procedures developed by Service
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
and/or modified service infrastructure;
monitoring capacity utilization of deployed service infrastructure to provide early
reconfiguration and re-arrangement of under-utilized deployed service infrastructure;
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 and managed by third parties), and
reporting on the capability of the 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
Page 729 of 1503

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 Service Provisioning
processes, and monitoring, managing and reporting on the capability of the Service
Provisioning processes.
Forecasting at an operational level service infrastructure volume requirements and
run-out timeframes;
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 support deployment
Creating, deploying, modifying and/or upgrading of service infrastructure deployment
support tools (including service Inventory) and processes for new and/or modified
service infrastructure;
Explanatory
Page 730 of 1503

Mandatory
Optional
Interactions
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 deployment rules and
controls;
Authoring, reviewing and approving operational procedures developed by Service
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.
Page 731 of 1503

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
Explanatory
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 provide early
Monitoring of, and reporting on, service infrastructure and resource instance currency
and version management;
Explanatory
Mandatory
Optional
Interactions
Optimize Existing Service Infrastructure Utilization

Page 732 of 1503

Brief Description
Optimizing the infrastructure capacity utilization.
Reconfiguring and re-arranging under-utilized deployed service infrastructure
Explanatory
Mandatory
Optional
Interactions
Update Service Inventory Record

Brief Description
Updating the inventory record.
Updating the Service Inventory of any changes to the available service infrastructure
capacity.
Explanatory
Mandatory
Optional
Interactions
Page 733 of 1503

1.4.4.3 Support Service Problem

Management
Figure 189. 1.4.4.3 Support Service Problem Management decomposition
Support Service Problem Management

Brief Description
Assist Service Problem Management processes by proactively undertaking statistically
The responsibilities of the Support Service Problem Management processes are twofold
- assist Service Problem Management processes by proactively undertaking statistically
These processes are responsible for ensuring that the service infrastructure is working
service instance problem reports and performance reports to identify potential service
analysis activity;
activity;
Requesting service provisioning activity to prevent anticipated service problems
Page 734 of 1503


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
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.
service instance trouble reports and performance reports to identify potential service
Explanatory
Mandatory
Optional
Interactions
Manage Service Infrastructure, Provisioning and Preventive Maintenance

Schedules
Page 735 of 1503

Brief Description
Proactively undertaking statistically driven preventative and scheduled service
infrastructure maintenance activities, and repair activities, and monitoring, managing
and reporting on the capability of the Service Problem Management processes.
analysis activity;
activity;
Requesting service provisioning activity to prevent anticipated resource troubles
Explanatory
Mandatory
Optional
Interactions
Report Service Problem Trends

Brief Description
Proactively generating reports based on the trend analysis.
Explanatory
Mandatory
Optional
Page 736 of 1503

Interactions
Track, Monitor and Manage Service Problem Processes

Brief Description
Track, monitor and assess the service performance management processes and
associated costs and report.
associated costs, and reporting on the capability of the 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 lists to support
the Service Problem Management notification and reporting processes
Supporting the Support Service Problem Management process
Explanatory
Mandatory
Page 737 of 1503

Optional
Interactions
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
The responsibilities of the Enable Service Quality Management processes are twofold support Service Quality Management processes by proactively monitoring and assessing
Undertaking proactive monitoring regimes of service infrastructure as required to
standards for service instances to support the Service Quality Management processes;
Undertaking trend analysis, and producing reports, of the performance of service
Page 738 of 1503


Sourcing details relating to service instance performance and analysis from the service
inventory to assist in the development of trend analyses;
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;
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
standards for resource instances to support the Service Quality Management processes;
Page 739 of 1503

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.
Sourcing details relating to service instance performance and analysis from the
Page 740 of 1503

resource inventory to assist in the development of trend analyses;

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 instance performance
analysis;
Explanatory
Mandatory
Optional
Interactions
Assess and Report Service Quality Management Processes

Page 741 of 1503

Brief Description
Track, monitor and assess the service performance management processes and
Explanatory
Mandatory
Optional
Interactions
1.4.5 Service Configuration & Activation
Figure 191. 1.4.5 Service Configuration & Activation decomposition
Service Configuration & Activation

Page 742 of 1503

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 743 of 1503

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 endend 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 preorder 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-to-revenue 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
Mandatory
Optional
Interactions
Page 744 of 1503

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.
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
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
Page 745 of 1503

provisioning activities are assigned, managed and tracked efficiently.

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; Undertaking
necessary tracking of the execution process;
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
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 against an issued service order.
Assessing and planning the approach to be undertaken for implementation,
Page 746 of 1503

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 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 in-service which means the
specific services are available for use by customers.
Page 747 of 1503

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 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
Page 748 of 1503

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 changes and provide
management reports.
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.
These processes are responsible for continuously monitoring the status of service orders
and managing notifications to processes and other parties registered to receive
the Enable Service Configuration & Activation processes.
These processes record, analyze and assess the service order status changes to provide
of the overall Service Configuration & Activation process. These specialized summaries
Explanatory
Mandatory
Optional
Interactions
Page 749 of 1503

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
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.
Page 750 of 1503

Explanatory
Mandatory
Optional
Interactions
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.
Page 751 of 1503

These processes are invoked when a customer order requires special or unusual endend 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 preorder 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;
result of the service and underlying resource investmentDeveloping a detailed design
identifying the relevant service orders to be issued to the Implement,
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
Mandatory
Optional
Interactions
Develop Overall Service Design

Brief Description
Develop an overall service solution design for a particular customer, including customer
Page 752 of 1503

premises equipment, operational methods, resource assignments and pre-order

feasibility;
Explanatory
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;
result of the service and underlying resource investment;
Explanatory
result of the service and underlying resource investment;
Mandatory
Develop an implementation plan considering training and operational support measures
Page 753 of 1503

and needs, such as the proper parameter information for the Service Quality
Management process;
Optional
Interactions
Develop Detailed Service Design

Brief Description
Develop a detailed design identifying the relevant service orders to be issued to the
Implement,
Services processes.
Explanatory
Mandatory
Develop a detailed design identifying the relevant service orders to be issued to the
Implement,
Services processes.
Optional
Interactions
Page 754 of 1503

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.
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
service order issued in response to a confirmed customer order, these processes are
as allocated.
Explanatory
Page 755 of 1503

Mandatory
Optional
Interactions
Determine Service Parameter Availability

Brief Description
determine whether the requested service parameters are available.
Explanatory
pre-feasibility service order, or by the Design 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 linked to the initiating service order or service design request for a
period of time
Page 756 of 1503

Explanatory
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
service order issued in response to a confirmed customer order, this process is
as allocated.
Page 757 of 1503

Explanatory
service order issued in response to a confirmed 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
1.4.5.3 Track & Manage Service

Provisioning
Figure 194. 1.4.5.3 Track & Manage Service Provisioning decomposition
Track & Manage Service Provisioning

Page 758 of 1503

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 tracked efficiently.
Scheduling, assigning and coordinating service provisioning related activities;
Generating the respective resource order creation request(s) to Issue Resource Orders
Monitoring the jeopardy status of service orders, and escalating service orders as
necessary
service components.
Explanatory
Mandatory
Optional
Interactions
Assign Service Provisioning Activity

Brief Description
Schedule, assign and coordinate service provisioning related activities.
Page 759 of 1503

Explanatory
Mandatory
Schedule, assign and coordinate service provisioning related activities.
Optional
Interactions
Track Service Provisioning Activity

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 Resource Orders
Page 760 of 1503


service components.
Explanatory
Mandatory
Responsibilities of this processes include, but are not limited to:
- Generating the respective resource order creation request(s) to Issue Resource Orders
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 761 of 1503

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 against an issued
service order.
The purpose of the Implement, Configure & Activate Service processes is to implement,
configure and activate the specific services allocated against an issued service order.
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
Page 762 of 1503


At the successful conclusion of these activities, the status of the specific services will be
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 configuration of
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.
Update the information contained in the service inventory as to the configuration of
Optional
Page 763 of 1503

Interactions
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
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 planned outage or is
likely to initiate false specific service alarm event notifications.
Page 764 of 1503

At the successful conclusion of this activity, the status of the specific services will be
Explanatory
At the successful conclusion of this activity, the status of the specific services will be
Mandatory
Assess and plan the approach to be undertaken for activation.
Re-used standard activation processes applicable to specific services.
Optional
Interactions
1.4.5.5 Test Service End-to-End
Page 765 of 1503

Figure 196. 1.4.5.5 Test Service End-to-End decomposition
Test Service End-to-End

Brief Description
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.
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-service which means the
Explanatory
Mandatory
Optional
Interactions
Test Service
Brief Description
and that the service is working to agreed performance levels before its activation for the
customer.
Page 766 of 1503

Explanatory
These processes test specific services against supplier/partner defined test plans, or
Mandatory
and that the service is working to agreed performance levels before its activation for the
customer.
Optional
Interactions
Develop Service Test Plans

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
Page 767 of 1503

purposes.
If the tests succeed, the specific services will be marked as in-service which means the
Explanatory
Mandatory
purposes.
Optional
Interactions
1.4.5.6 Issue Service Orders
Figure 197. 1.4.5.6 Issue Service Orders decomposition
Page 768 of 1503

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
process or external party initiated request, to determine the associated service orders
that need to be issued.
process.
Explanatory
Mandatory
Optional
Page 769 of 1503

Interactions
Assess Service Request

Brief Description
This process assesses the information contained in the customer order, through a
process or party initiated request, to determine the associated service orders that need
to be issued.
Explanatory
Mandatory
This process assesses the information contained in the customer order, through a
process or supplier/partner initiated request, to determine the associated service orders
that need to be issue
Optional
Interactions
Create Service Orders

Brief Description
Page 770 of 1503

Explanatory
arise as a result of information received from suppliers/partners in relations to specific
services.
recovery of 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
Page 771 of 1503

process.
Explanatory
Mandatory
created, this process marks the 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
Page 772 of 1503

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 changes and provide
management reports.
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.
These processes are responsible for continuously monitoring the status of service orders
the Enable Service Configuration & Activation processes.
These processes record, analyze and assess the service order status changes to provide
of the overall Service 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
Page 773 of 1503

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

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. Notification lists are managed and maintained by the Enable
Service Configuration & Activation processes.
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
Notification lists are managed and maintained by the Enable Service Configuration &
Activation processes.
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 reports required by specific audiences.
Page 774 of 1503

Explanatory
Mandatory
effectiveness of the overall Service Configuration & Activation process.
Optional
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
Page 775 of 1503

recovery plans developed by the service provider.

Where appropriate recovery plans are not available these processes are responsible for
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.
Explanatory
Mandatory
Optional
Interactions
Develop Service Recovery Plan

Brief Description
Where appropriate recovery plans are not available this process is responsible for
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

Page 776 of 1503

Brief Description
is responsible for providing appropriate notification of the recovery proposal.
Explanatory
Where recovery of services is likely to impact other in-use specific services,
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

Page 777 of 1503

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.
Optional
Interactions
Complete Service Recovery

Brief Description
This process is responsible for notifying when it is completed.
Explanatory
Mandatory
Optional
Interactions
Page 778 of 1503

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, but are not
limited to:
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
specific services.
However these activities need to interact with the Problem Handling processes, as the
Page 779 of 1503

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 responsible for converting the received
information into a form suitable for the Service Problem Management processes, and
for requested additional information if required.
These processes will make estimates of the time to restore service which will be
included in the new service trouble report so that other processes can gain access to
this information.
Explanatory
Page 780 of 1503

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 required during the assessment, and when the root
cause has been identified.
When the process is complete the Diagnose Service Problem processes will notify the
Track & Manage Service Problem processes.
Explanatory
Mandatory
Optional
Interactions
Page 781 of 1503

Correct & Resolve Service Problem

Brief Description
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 reassign services or re-configure service parameters.
For large service failures requiring extensive re-assignment and/or re-configuration
activity to restore normal operation, these processes will attempt to implement workarounds to recover the specific service operation. In these circumstances, recovery of
normal operation may require invocation of the Support Service Problem Management
processes.
through temporary work-arounds or an unsuccessful attempt at service restoration to
Track & Manage Service Problem through updates to the associated service trouble
report.
Explanatory
Mandatory
Optional
Interactions
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
Page 782 of 1503

The purpose of the Track & Manage Service Problem processes is to 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.
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 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.
Page 783 of 1503

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.
These processes are responsible for continuously monitoring the status 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 status changes to
effectiveness of the overall Service 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
Page 784 of 1503

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

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 include, but are not
limited to:
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
Page 785 of 1503

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 notification and associated service alarm event record.
The Survey & Analyze Service Problem processes might trigger 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.
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
Page 786 of 1503

1.4.6.1 Create Service Trouble Report
Figure 201. 1.4.6.1 Create Service Trouble Report decomposition
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.
processes other than the Survey & Analyze Service Problem processes, the Create
Service Trouble Report processes are responsible for converting the received
information into a form suitable for the Service Problem Management processes, and
for requested additional information if required.
These processes will make estimates of the time to restore service which will be
included in the new service trouble report so that other processes can gain access to
this information.
Explanatory
Page 787 of 1503

Mandatory
Optional
Interactions
Generate Service Problem

Brief Description
This process creates a new Service Trouble report.
Explanatory
Mandatory
This process creates a new Service Trouble report.
Optional
Interactions
Convert Report To Service Problem Format

Brief Description
processes other than the Survey & Analyze Service 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
Page 788 of 1503

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
Mandatory
Optional
Interactions
Page 789 of 1503

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
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 required during the assessment, and when the root
When the process is complete the Diagnose Service Problem processes will notify the
Track & Manage Service Problem processes.
Explanatory
Page 790 of 1503

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

Brief Description
This process performs diagnostics against the specific services.
Explanatory
Mandatory
This process performs diagnostics against the specific services.
Page 791 of 1503

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.
Explanatory
Mandatory
This process schedules routine testing of the specific services.
Optional
Interactions
Page 792 of 1503

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 required during the assessment, and when
the root cause has been identified. This process notifies the Track & Manage Service
Problem processes.
Explanatory
This process makes the results of the root cause analysis available to 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
Optional
Interactions
Page 793 of 1503

Categorize Service Problem

Brief Description
This process is responsible for categorizing the service problem according to the type of
the problem, impact, and standardized criteria at SM&O level. Moreover, this activity
Manage Service Problem" process.
This process is responsible for categorizing the service problem according to the type of
the problem, impact, and standardized criteria at SM&O level. Moreover, this activity
Manage Service Problem" process.
Explanatory
Mandatory
Optional
Interactions
Page 794 of 1503

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
The objective of the Correct & Resolve Service Problem processes is to restore the
service to a normal operational state as efficiently as possible.
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.
activity to restore normal operation, these processes will attempt to implement workarounds to recover the specific service operation. In these circumstances, recovery of
normal operation may require invocation of the Support Service Problem Management
processes.
through temporary work-arounds or an unsuccessful attempt at service restoration to
Track & Manage Service Problem through updates to the associated service trouble
report.
Explanatory
Page 795 of 1503

Mandatory
Optional
Interactions
Reassign / Reconfigure Failed Service

Brief Description
Depending on the nature of the specific service failure, these processes may possibly reassign services or re-configure service 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
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

Brief Description
notification, this restoration process might be triggered. It 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.
Page 796 of 1503

Explanatory
Mandatory
notification, this restoration process might be triggered.
Optional
Interactions
It 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.
Implement Service Problem Work Arounds

Brief Description
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 &
Explanatory
Used for large service failures requiring extensive re-assignment and/or re-configuration
activity to restore normal operation,
Mandatory
Optional
Page 797 of 1503

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
This process recovers normal operation by invocation of the Support Service Problem
Optional
Interactions
Reports successful restoration to Track & Manage Service Problem through updates to
the associated Service Trouble report.
Review Major Service Problem

Brief Description
To review the resolution of service problems that have been categorized as major
To review the resolution of service problems that have been categorized as major
Explanatory
Page 798 of 1503

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.
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 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
Page 799 of 1503

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, 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, coordinated and tracked efficiently, and
that escalation is invoked as required for any open service trouble reports in jeopardy.
Adding additional information to an open service trouble report based on the first-in
testing;
Page 800 of 1503


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.
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:
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
Explanatory
Mandatory
Optional
Interactions
Page 801 of 1503

Coordinate Service Problem

Brief Description
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
Mandatory
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
Page 802 of 1503

Mandatory
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.
Optional
Interactions
Escalate/End Service Problem

Brief Description
This process provides the escalations between support levels and actors when a service
problem cannot be solved by the current assigned group. Therefore, the escalation can
be carried out between 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.
Page 803 of 1503

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
Mandatory
This process initiates any final testing to confirm clearance of the 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.
Page 804 of 1503

This process is responsible for assigning the prioritization to service problem in order to
according to criteria, such as, categorization, services affected and SLAs.
Explanatory
Mandatory
Optional
Interactions
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 trouble caused by security events.
The objective of the Report Service Problem processes is to monitor the status of service
Page 805 of 1503

trouble reports, provide notifications of any changes and provide management reports.
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 status changes to
effectiveness of the overall Service Problem Management process. These specialized
These processes will make the necessary reports about the problem that occurred, the
Explanatory
Mandatory
Optional
Interactions
Monitor Service Problem

Brief Description
This process is responsible for continuously monitoring the status of Service 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 Service Problem Management processes.
Explanatory
Mandatory
This process is responsible for continuously monitoring the status of Service Trouble
and Service Quality Management.
Page 806 of 1503

Optional
Interactions
Notification lists are managed and maintained by the Support Service Problem
Distribute Service Problem Notifications

Brief Description
This process makes the necessary reports about the Service Problem that occurred, the
Explanatory
Mandatory
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 and any specialized summaries
of the efficiency and effectiveness of the overall Service Quality Management process.
Explanatory
Page 807 of 1503

Mandatory
Optional
Interactions
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 event records in real-time.
Responsibilities of the Survey & Analyze Service Problem processes include, but are not
limited to:
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.
Page 808 of 1503

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
The analysis will correlate service alarm event notifications to planned outage
These processes may determine that a service alarm event notification may represent a
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 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.
action when a service alarm event record is not cleared within a pre-defined period of
time.
Explanatory
Mandatory
Optional
Interactions
Manage Service Alarm Event Notifications

Page 809 of 1503

Brief Description
This process may determine that a service alarm event notification may represent a
Explanatory
This process may determine that a service alarm event notification may represent a
indicating a potential customer problem 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
Page 810 of 1503

Optional
Interactions
Correlate Service Alarm Event Notifications

Brief Description
and associated service alarm event 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
Mandatory
This process correlates service alarm event notifications to planned outage
Optional
Interactions
Abate Service Alarm Event Records

Brief Description
This process includes the notification of new service alarm event records, or status
Page 811 of 1503

Explanatory
Mandatory
This process includes the notification of new service alarm event records, or status
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 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.
Optional
Interactions
Page 812 of 1503

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 813 of 1503

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 any necessary restoration activity as determined by that process;
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
Mandatory
Optional
Page 814 of 1503

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
Mandatory
Optional
Interactions
Page 815 of 1503

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
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
Page 816 of 1503

status of service performance degradation reports, provide notifications of any changes

and provide management reports.
performance degradation reports and managing notifications to other processes in the
SM&O and other process layers, and to other parties registered to receive notifications
of any status changes. Notification lists are managed and maintained by the Enable
Service Quality Management processes.
These processes record, analyze and assess the service performance degradation report
efficiency and effectiveness of the overall Service Quality Management process. These
These processes also report 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.
Explanatory
Mandatory
Optional
Interactions
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
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
Page 817 of 1503

Service Performance Degradation Report processes are responsible for converting the
received information into a form suitable for the Service Performance Management
processes, and for requesting additional information if required.
Explanatory
Mandatory
Optional
Interactions
Track & Manage Service Quality Performance Resolution

Brief Description
Efficiently assign, coordinate and track specific service performance analysis, restoration
and improvement activities, and escalate any open service performance degradation
The objective of the Track & Manage Service Quality Performance Resolution processes
is to efficiently assign, coordinate and track 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 degradation report
based on the first-in and on-going analysis;
Scheduling, assigning and coordinating analysis and specific service performance
restoration activities and/or repair activities delegated to other processes;
Resource Trouble Report based on specific service performance degradation reports
where analysis the root cause is 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
Page 818 of 1503

escalating service performance degradation reports as necessary.

parties. In these cases the Track & Manage Service 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

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
Page 819 of 1503

Optional
Interactions
1.4.7.1 Monitor Service Quality
Figure 208. 1.4.7.1 Monitor Service Quality decomposition
Monitor Service Quality

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;
Service Quality Performance processes;
Page 820 of 1503

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
to manage any necessary restoration activity as determined by that process;
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
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
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.
Page 821 of 1503

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
Optional
Interactions
Record Service Performance Quality Data

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.
Page 822 of 1503

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 forwards service performance degradation
notifications to other Service Quality Management processes, which manage activities
to 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 performance
to manage any necessary restoration activity as determined by that process. It forwards
service performance degradation notifications to other Service Quality Management
processes, which manage activities to restore normal specific service performance
quality.
Perform automated service testing using simulated calls simulating standard user
behavior, collect data related to service usage
Optional
Page 823 of 1503

Interactions
This process forwards service performance degradation notifications to other Service
Quality Management processes
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).
Page 824 of 1503

Undertaking analysis as required on specific service performance information received
from the Monitor Service Quality processes;
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
its own right.
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 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.
Page 825 of 1503

Explanatory
This process performs analysis as required on specific service performance information
received from the Monitor Service Quality processes.
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
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 requests sent to the Enable Service Quality
Explanatory
Mandatory
schedules for specific services required to analyze specific service performance.
Optional
Interactions
These schedules are established through requests sent to the Enable Service Quality
Page 826 of 1503

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 improvement
activity is commencing and when it is completed.
the nature of the specific service degradation, these processes may possibly re-assign
services or re-configure service parameters.
Explanatory
Mandatory
Page 827 of 1503

Optional
Interactions
Reassign / Reconfigure Service or Service Parameters

Brief Description
the nature of the specific service degradation, this process may re-assign services or reconfigure service parameters.
Explanatory
Mandatory
the nature of the specific service degradation, this process may re-assign services or reconfigure service parameters.
Optional
Interactions
Manage Service Improvement Notification and Authorization

Brief Description
commence, this process is responsible for notifying when service improvement activity
is commencing and when it is completed.
Page 828 of 1503

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 829 of 1503

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 notifications of any changes
and provide management reports.
SM&O and other process layers, and to other parties registered to receive notifications
of any status changes. Notification lists are managed and maintained by the Enable
Service Quality Management processes.
These processes record, analyze and assess the service performance degradation report
efficiency and effectiveness of the overall Service Quality Management process. These
These processes also report 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.
Explanatory
Page 830 of 1503

Mandatory
Optional
Interactions
Monitor Service Performance Degradation Report

Brief Description
This process is responsible for continuously monitoring the status of Service
Performance Degradation Reports and managing notifications to processes and other
managed and maintained by the Enable Service Quality Management processes.
Explanatory
Mandatory
This process is responsible for continuously monitoring the status of Service
Performance Degradation Reports and managing notifications to processes and other
parties registered to receive notifications of any status changes.
Optional
Interactions
Notification lists are managed and maintained by the Enable Service Quality
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 specific resource failures, capacity
shortages due to unexpected demand peaks, etc.
Page 831 of 1503

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
Mandatory
Optional
Interactions
Page 832 of 1503

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
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.
request from processes other than Monitor Service Performance processes, the Create
Service Performance Degradation Report processes are responsible for converting the
Page 833 of 1503

received information into a form suitable for the Service Performance Management
processes, and for requesting additional information if 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 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.
Explanatory
Mandatory
This process creates a new Service Performance Degradation Report 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
occurred requires an assessment of the specific service performance.
Optional
Interactions
Convert Report To Service Performance Degradation Report Format

Page 834 of 1503

Brief Description
request from processes other than Monitor Service Performance processes, this process
responsible for converting the received information into a form suitable for the Service
Performance Management processes, and for requesting additional information if
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, and for requesting additional
information if required.
Optional
Interactions
1.4.7.6 Track & Manage Service Quality

Figure 213. 1.4.7.6 Track & Manage Service Quality Performance Resolution decomposition
Page 835 of 1503

Track & Manage Service Quality Performance Resolution

Brief Description
Efficiently assign, coordinate and track specific service performance analysis, restoration
and improvement activities, and escalate any open service performance degradation
The objective of the Track & Manage Service Quality Performance Resolution processes
is to efficiently assign, coordinate and track 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 degradation report
Scheduling, assigning and coordinating analysis and specific service performance
Resource Trouble Report based on specific service performance degradation reports
where analysis the root cause is 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.
parties. In these cases the Track & Manage Service 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
Page 836 of 1503

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
Mandatory
existing Service Performance Degradation Report based on assignments, and modifies
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 performance degradation
reports where analysis the root cause is related to resources. It modifies information in
Page 837 of 1503

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 performance degradation
reports where analysis the root cause is 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

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 Performance Degradation
Optional
Interactions
Cancel Service Performance Degradation Report

Page 838 of 1503

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

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

Page 839 of 1503

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
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.
Optional
Interactions
This process informs the Close Service Performance Degradation Report process
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 co-ordinate all the actions necessary in order to
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 actions necessary in order to
Page 840 of 1503

sequence.
Optional
Interactions
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 customerrelated 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.
Page 841 of 1503

Explanatory
Mandatory
Optional
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
Page 842 of 1503

reports that may identify abnormalities, which may be caused by fraudulent activity or
related to customer complaints.
Explanatory
Mandatory
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
Page 843 of 1503

1.4.8.1 Mediate Service Usage Records
Figure 215. 1.4.8.1 Mediate Service Usage Records decomposition
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
Validate Service Usage Record

Brief Description
Validate service usage records collected from the resource layer
Page 844 of 1503

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
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

Page 845 of 1503

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 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
Page 846 of 1503

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 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
Page 847 of 1503

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 longterm business, market, product and service directions of the enterprise.
Resource Strategy & Planning processes develop resource strategies, 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
Page 848 of 1503

Interactions
Gather & Analyze Resource Information

Brief Description
identify new resource requirements and industry resource capabilities and availability
The Gather & Analyze Resource Information processes research and analyze customer,
technology, competitor and marketing information 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.
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
provide detailed technical assessment or investigation of new and emerging resource
capabilities
Page 849 of 1503

The Manage Resource Research processes manage internally driven research
investigations and activities which are used to provide 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
the resource research activity.
Supply Chain Development & Management processes.
Explanatory
Mandatory
Optional
Interactions
Establish Resource Strategy & Architecture

Brief Description
Establish the resource strategies based on market trends, future products needs,
technical capabilities, and addressing shortcomings in 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 Delivery processes. They
Page 850 of 1503

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
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 technology capabilities and competitive offerings. A major input to these
processes arises from the Gather & Analyze Resource 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 Resource Management
& Operations processes to determine bottlenecks and problems associated with existing
resource operational support activities.
Explanatory
Mandatory
Optional
Page 851 of 1503

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 multiyear 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 customers and potential customers.
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

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.
Page 852 of 1503

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
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 processes include all aspects of
identification of stakeholders and negotiation to gain stakeholder approval.
Explanatory
Mandatory
Optional
Interactions
Page 853 of 1503

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
identify new resource requirements and industry resource capabilities and availability
The Gather & Analyze Resource Information processes research and analyze customer,
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.
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
Page 854 of 1503

Optional
Interactions
Gather Resource Information

Brief Description
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

Brief Description
Analyze to identify new resource requirements, resource capabilities and availability
Analyze new resource requirements processes focus on research and analyze customer,
requirements and industry resource capabilities and availability.
Explanatory
Mandatory
Page 855 of 1503

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, compare current
capabilities with the identified 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 856 of 1503

1.5.1.2 Manage Resource Research
Figure 218. 1.5.1.2 Manage Resource Research decomposition
Manage Resource Research

Brief Description
provide detailed technical assessment or investigation of new and emerging resource
capabilities
The Manage Resource Research processes manage internally driven research
investigations and activities which are used to provide detailed technical assessment or
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
the resource research activity.
Explanatory
Page 857 of 1503

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
may be totally internally 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 actual research contracts with external parties,
and develop and manage any intellectual property and patent administration required
for the resource research activity. Actual commercial arrangements with external
Page 858 of 1503

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 859 of 1503

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 products needs,
technical capabilities, and addressing shortcomings in existing resource support
The Establish Resource Strategy & Architecture processes establish the resource
strategies based on market trends, future products needs, available and emerging
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 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
Page 860 of 1503

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
and operational 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.
Explanatory
Page 861 of 1503

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 862 of 1503

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
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 technology capabilities and competitive offerings. A major input to these
Page 863 of 1503

processes arises from the Gather & Analyze Resource 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 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 864 of 1503

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.
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
Interactions
Page 865 of 1503

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 multiyear 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 customers and potential customers.
The processes assess the impacts that new or modified resource infrastructure will
cause on the installed infrastructure and workforce, and establish the functions and
Page 866 of 1503

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 867 of 1503

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 868 of 1503

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 869 of 1503

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
Explanatory
Mandatory
Optional
Page 870 of 1503

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 871 of 1503

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 872 of 1503

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 processes include all aspects of
identification of stakeholders and negotiation to gain stakeholder approval.
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 873 of 1503

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 874 of 1503

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, but are not
limited to:
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 875 of 1503

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 capabilities required by the
enterprise. The processes provide detailed analysis of new resource requirements linked
to relevant geographic distributions. These processes also establish the detailed
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.
Explanatory
Page 876 of 1503

Mandatory
Optional
Interactions
Capture Resource Capability Shortfalls

Brief Description
Identify specific or imminent resource capacity, resource performance and/or resource
The Capture Resource Capability Shortfalls processes identify specific or imminent
resource capacity, resource performance and/or resource operational support
shortfalls. These processes take information available from the Resource Management
& Operations processes to establish detailed views of anticipated resource and
Explanatory
Mandatory
Optional
Interactions
Gain Resource Capability Investment Approval

Brief Description
proposals to develop and deliver the required resource capabilities
The Gain Resource Capability Investment Approval processes capture all activities
required to develop and gain necessary approval for investment proposals to develop
Page 877 of 1503

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.
stakeholders
Explanatory
Mandatory
Optional
Interactions
Design Resource Capabilities

Brief Description
Manage the design of the resource infrastructure to meet the requirements in any
The Design Resource Capabilities processes manage the design of the resource
infrastructure to meet the requirements in any approved investment proposals. These
investment proposals, assess the most appropriate resource infrastructure, develop 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.
Page 878 of 1503

Note that the actual management of the sourcing process is handled within the Supply
Chain Development & Management processes.
Explanatory
Mandatory
Optional
Interactions
Enable Resource Support & Operations

Brief Description
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
The Enable Resource Support & Operations 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. The
Capture Resource Capability Shortfalls processes.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Capability Delivery

Page 879 of 1503

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.
These processes are responsible to ensure that the quality of the 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
Interactions
Manage Handover to Resource Operations

Brief Description
Manage the processes involved in handover of deployed resource infrastructure to
operational control
Page 880 of 1503

The Manage Handover to Resource Operations processes manage the processes
involved in handover of deployed resource infrastructure to operational control. These
processes ensure that all operational and performance design requirements have been
met by the installed resource 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
Page 881 of 1503

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 capabilities required by the
enterprise. The processes provide detailed analysis of new resource requirements linked
to relevant geographic distributions. These processes also establish the detailed
requirements.
Page 882 of 1503

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
requirements.
Explanatory
Mandatory
Optional
Page 883 of 1503

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 884 of 1503

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
The Capture Resource Capability Shortfalls processes identify specific or imminent
resource capacity, resource performance and/or resource operational support
shortfalls. These processes take information available from the Resource Management
& Operations processes to establish detailed views of anticipated resource and
Explanatory
Mandatory
Optional
Interactions
Capture Resource Capacity Shortfalls

Page 885 of 1503

Brief Description
These processes identify specific or imminent resource capacity shortfalls. These
processes take information available from the 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 shortfalls. These
processes take information available from the Resource Management & Operations
processes to establish detailed views of anticipated resource performance issues.
Explanatory
Mandatory
Optional
Interactions
Capture Resource Operational Support Shortfalls

Page 886 of 1503

Brief Description
These processes identify specific or imminent resource operational support shortfalls.
These processes take information available from the Resource Management &
Operations processes to establish detailed views of anticipated resource operational
support issues.
Explanatory
Mandatory
Optional
Interactions
Page 887 of 1503

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
proposals to develop and deliver the required resource capabilities
The Gain Resource Capability Investment Approval processes capture all activities
required to develop and gain necessary approval for investment proposals to develop
Page 888 of 1503

stakeholders
Explanatory
Mandatory
Optional
Interactions
Develop Resource Capability Investment Proposals

Brief Description
These processes capture all activities required to develop business proposals to develop
Explanatory
Mandatory
Page 889 of 1503

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.
stakeholders
Explanatory
Mandatory
Optional
Interactions
Page 890 of 1503

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 requirements in any
The Design Resource Capabilities processes manage the design of the resource
infrastructure to meet the requirements in any approved investment proposals. These
investment proposals, assess the most appropriate resource infrastructure, develop 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
Optional
Page 891 of 1503

Interactions
Define Resource Capability Requirements

Brief Description
These processes ensure the collation and coordination of requirements from all
Explanatory
Mandatory
Optional
Interactions
Specify Resource Capability Infrastructure

Brief Description
These processes assess the most appropriate resource infrastructure, and develop 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.
Explanatory
Page 892 of 1503

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 893 of 1503

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
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
The Enable Resource Support & Operations 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. The
Capture Resource Capability Shortfalls processes.
Explanatory
Mandatory
Optional
Page 894 of 1503

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
Page 895 of 1503

Interactions
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 896 of 1503

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.
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.
components.
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 support processes. These
processes are predominantly program/project management process functions, and
require the detailed management and co-ordination of the delivery of individual
Page 897 of 1503

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
capability meets the design specifications.
Explanatory
Mandatory
Optional
Interactions
Manage Commissioning of New Resource Infrastructure

Page 898 of 1503

Brief Description
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.
Explanatory
Mandatory
Optional
Interactions
Establish Resource Capability Sourcing

Brief Description
components.
Explanatory
Mandatory
Optional
Interactions
Page 899 of 1503

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 infrastructure to
operational control
The Manage Handover to Resource Operations processes manage the processes
involved in handover of deployed resource infrastructure to operational control. These
processes ensure that all operational and performance design requirements have been
met by the installed resource 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
Page 900 of 1503

Co-ordinate Resource Operational Handover

Brief Description
These processes co-ordinate the processes involved in handover of deployed resource
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 901 of 1503

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 902 of 1503

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 demographic, customer,
technology and marketing information to 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 classes/components. These processes undertake the necessary 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.
Page 903 of 1503

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

Brief Description
Develop and document business proposals for the identified new or enhanced Resource
ideas
The Develop New Resource Business Proposal processes develop and document
Page 904 of 1503

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), management and operations
costs and anticipated benefits, including forecast demand, performance gains,
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 also identified (note that
commercial arrangements may already be in 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 required for
the systems and network infrastructure. The Develop Detailed Service Specifications
processes provide input to these specifications. The processes ensure that all detailed
Explanatory
Page 905 of 1503

Mandatory
Optional
Interactions
Manage Resource Development

Brief Description
required resource classes/components capabilities for that business case across the
enterprise
The Manage Resource Development processes ensure the co-coordinated 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),
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. These processes have both program/project management
aspects and technical/operational specification aspects, with the detailed management
of individual resource class deployment managed by the Manage Resource Deployment
processes.
product and offer development is managed within 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
Page 906 of 1503

Optional
Interactions
Manage Resource Deployment

Brief Description
Ensure the co-coordinated deployment in line with the approved business proposal of
all required resource classes/components for that business proposal across the
enterprise.
The Manage Resource Deployment processes ensure the co-coordinated deployment in
line with the approved business case of all required resource classes/components for
resource class/component have been implemented. These processes ensure that
These processes ensure that the agreed other parties operational support has been
performed to assure that the new or enhanced resources comply with the
specifications. These processes have both program/project and management aspects.
Explanatory
Mandatory
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.
Page 907 of 1503

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 classes to identify economically or strategically
unviable classes, identify products, services classes & customers impacted by any exit,
develop specific exit or migration strategies, develop resource infrastructure transition
Explanatory
Mandatory
Optional
Interactions
1.5.3.1 Gather & Analyze New Resource

Ideas
Figure 233. 1.5.3.1 Gather & Analyze New Resource Ideas decomposition
Gather Resource Information

Page 908 of 1503

Brief Description
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

Brief Description
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 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 classes/components. These processes undertake the necessary 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
Page 909 of 1503

Interactions
Analyze Resource Classes

Brief Description
These processes undertake the necessary analysis to identify potential resource classes,
and compare current resource classes with the identified required service classes.
Explanatory
Mandatory
Optional
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 910 of 1503

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
Develop and document business proposals for the identified new or enhanced Resource
ideas
The Develop New Resource Business Proposal 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), management and operations
costs and anticipated benefits, including forecast demand, performance gains,
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
Page 911 of 1503

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.
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), management and operations costs and anticipated benefits, including
forecast demand, performance gains, productivity gains and/or operational cost
improvements specifically associated with the resource business proposal. The business
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 912 of 1503

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 913 of 1503

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 specifications. The processes ensure that all detailed
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 all detailed specifications are
Explanatory
Mandatory
Optional
Page 914 of 1503

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 produced and appropriately documented.
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
Explanatory
Page 915 of 1503

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 documentation is captured in an appropriate enterprise
repository.
Explanatory
Mandatory
Optional
Interactions
1.5.3.5 Manage Resource Development
Page 916 of 1503

Figure 236. 1.5.3.5 Manage Resource Development decomposition
Manage Resource Development

Brief Description
required resource classes/components capabilities for that business case across the
enterprise
The Manage Resource Development processes ensure the co-coordinated development
in line with the approved business case of all required resource classes/components for
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. These processes have both program/project management
aspects and technical/operational specification aspects, with the detailed management
of individual resource class deployment managed by the Manage Resource Deployment
processes.
product and offer development is managed within the Resource Capability Delivery
process.
Change Management process. If new related parties are required, the Supply Chain
Explanatory
Mandatory
Optional
Interactions
Identify Required Processes & Procedures for Resources

Page 917 of 1503

Brief Description
These processes ensure that all operational processes and procedures, resource
changes (e.g. network and/or IT resources), operational procedures, testing tools and
procedures, etc. required to support the new resource class/component are identified.
Explanatory
Mandatory
Optional
Interactions
Develop Required Processes & Procedures for Resources

Brief Description
procedures, etc. required to support the new resource class/component are developed.
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. These processes have both program/project
management aspects and technical/operational specification aspects, with the detailed
management of individual resource class deployment managed by the Manage
Resource Deployment processes.
enhancements to existing resource classes, as the need to review operational and other
service development is managed within the Resource Capability Delivery process.
Page 918 of 1503

Change Management process. If new suppliers/partners are required, the Supply Chain
Mandatory
Optional
Interactions
Develop Service & Operational Agreements for Resources

Brief Description
agreements are developed for each resource class deployed, and that any other parties
operational support has been identified.
Explanatory
Mandatory
Optional
Interactions
Gain Service & Operational Agreements Approval for Resources

Brief Description
agreements are agreed for each resource class deployed, and that any other parties
operational support has been agreed.
Page 919 of 1503

Explanatory
Mandatory
Optional
Interactions
Produce Supporting Documentation & Training Packages for Resources

Brief Description
produced to support the operation of the new resource class.
Explanatory
Mandatory
Optional
Interactions
Page 920 of 1503

1.5.3.6 Manage Resource Deployment
Figure 237. 1.5.3.6 Manage Resource Deployment decomposition
Manage Resource Deployment

Brief Description
Ensure the co-coordinated deployment in line with the approved business proposal of
all required resource classes/components for that business proposal across the
enterprise.
The Manage Resource Deployment processes ensure the co-coordinated deployment in
line with the approved business case of all required resource classes/components for
resource class/component have been implemented. These processes ensure that
performed to assure that the new or enhanced resources comply with the
specifications. These processes have both program/project and management aspects.
Explanatory
Mandatory
Optional
Interactions
Page 921 of 1503

Manage Resource Process & Procedure Implementation

Brief Description
procedures, etc. required to support the new resource class/component have been
implemented.
Explanatory
Mandatory
Optional
Interactions
Manage Resource Operational Staff Training

Brief Description
These processes ensure that appropriate operational staff are identified and have
received the necessary training.
Explanatory
Mandatory
Optional
Interactions
Page 922 of 1503

Develop Resource Supplier/Partner Operational Support

Brief Description
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
Optional
Interactions
Page 923 of 1503

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 classes to identify economically or strategically
unviable classes, identify products, services classes & customers impacted by any exit,
develop specific exit or migration strategies, develop resource infrastructure transition
Explanatory
Mandatory
Optional
Interactions
Page 924 of 1503

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
Optional
Interactions
Develop Resource Transition Strategies

Page 925 of 1503

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
Interactions
Page 926 of 1503

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;
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
Page 927 of 1503

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
The responsibilities of the Enable Resource Provisioning processes are twofold planning and deployment of new and/or modified resource infrastructure to ensure
Forecasting at an operational level resource infrastructure volume requirements and
run-out timeframes;
resource infrastructure;
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 deployment rules and
Page 928 of 1503

controls;
Authoring, reviewing and approving operational procedures 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 Development & Management processes to
Operations;
Detecting resource infrastructure operational limitations and/or deployment
incompatibilities and providing requirements to address these aspects to Resource
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 instance
currency and version management;
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
Mandatory
Optional
Interactions
Enable Resource Performance Management

Brief Description
Proactively monitoring and maintaining resource infrastructure, and monitoring,
Page 929 of 1503

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,
processes.
Undertaking proactive monitoring regimes of resource infrastructure as required to
standards for resource instances to support the Resource Performance Management
processes;
Undertaking trend analysis, and producing reports, of the performance of resource
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 analysis from the
Logging the results of the analysis into the resource inventory repository;
Establishing and managing resource performance data collection schedules, including
requests from Resource Performance
Management processes for additional data to support resource instance performance
analysis;
Establishing and managing facilities to support management of 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;
Tracking and monitoring of the Resource Performance Management processes and
third parties), and reporting on the capability of the Resource Performance
Page 930 of 1503

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
Proactively undertaking statistically driven preventative and scheduled resource
and reporting on the capability of the Resource Trouble Management processes.
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 infrastructure is working
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 to assist in the
analysis activity;
Requesting scheduling of resource instance performance testing to assist in analysis
activity;
Developing and managing resource infrastructure and resource instance proactive
Requesting resource provisioning activity to prevent anticipated resource troubles
Page 931 of 1503


Reporting outcomes of trend analysis to Resource Development & Management
processes to influence new and/or modified resource infrastructure development;
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 processes and
third parties), and reporting 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
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.
Page 932 of 1503

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;
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 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
Page 933 of 1503

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.
resource infrastructure and resource instances;
Identifying, establishing and maintaining resource inventory repository facilities;
Establishing and managing the resource inventory management and information
capture processes;
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 inventory
Identifying any technical driven shortcomings of the resource inventory repository,
issues.
Explanatory
Mandatory
Optional
Interactions
Manage Logistics
Page 934 of 1503

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 distribution and transport of purchased
resources and consumable 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 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:
Page 935 of 1503

Managing the registration and access control processes that enable enterprise
processes to create, modify, update, delete and/or download individual requests into
other party systems associated with any of the above processes;
Managing the registration and access control processes that enable 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 on the findings
Identifying any technical driven shortcomings of the specific automated support
capabilities, and providing input to Resource Development & Management processes to
Explanatory
Mandatory
Optional
Interactions
1.5.4.1 Enable Resource Provisioning
Figure 240. 1.5.4.1 Enable Resource Provisioning decomposition
Enable Resource Provisioning

Page 936 of 1503

Brief Description
The responsibilities of the Enable Resource Provisioning processes are twofold planning and deployment of new and/or modified resource infrastructure to ensure
run-out timeframes;
controls;
Operations;
; Managing recovery and/or removal of obsolete or unviable resource infrastructure;
Reporting on deployed resource infrastructure capacity;
processes;
Page 937 of 1503


support the Resource Provisioning notification and reporting processes
Explanatory
Mandatory
Optional
Interactions
Plan & Forecast Resource Infrastructure Requirements and Manage Capacity

Planning
Brief Description
run-out timeframes;
Explanatory
Mandatory
Optional
Interactions
Establish, Manage, and Develop Organization, Tools and Processes

Page 938 of 1503

Brief Description
Establishing, Creating, Managing, and developing organization, Tools and processes for
operations of new/or modified resource 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.
controls;
Explanatory
Mandatory
Optional
Page 939 of 1503

Interactions
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.
Operations;
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.
Explanatory
Page 940 of 1503

Mandatory
Optional
Interactions
Monitor, Report and Release Mgmt. of Resource Infrastructure and Capacity

Utilization
Brief Description
Monitoring and reporting the capacity utilization of existing infrastructure.
Explanatory
Mandatory
Optional
Interactions
Optimize Existing Resource Infrastructure Utilization

Brief Description
Optimizing the infrastructure capacity utilization.
Explanatory
Page 941 of 1503

Mandatory
Optional
Interactions
Track, Monitor and Report Resource Provisioning

Brief Description
Tracking and monitoring the resource provisioning processes and provide the reporting
support.
processes;
support the Resource Provisioning notification and reporting processes;
Explanatory
Mandatory
Optional
Interactions
Update Inventory Record

Brief Description
Updating the inventory record.
Page 942 of 1503

Explanatory
Mandatory
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,
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,
processes.
Page 943 of 1503


processes;
analysis;
Explanatory
Mandatory
Page 944 of 1503

Optional
Interactions
Monitor & Manage Regulatory Issues

Brief Description
Proactively monitoring and dealing regulatory issues to ensure the ongoing performance
of resource infrastructure.
Explanatory
Mandatory
Optional
Interactions
Establish and Maintain Performance Threshold Standards

Brief Description
Establishing and maintaining the rules and standards for performance threshold
processes;
Explanatory
Mandatory
Page 945 of 1503

Optional
Interactions
Undertake Performance Trend Analysis

Brief Description
Analyzing the performance trends to identify the performance degradation.
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.
Explanatory
Mandatory
Page 946 of 1503

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.
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.
analysis;
Page 947 of 1503

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

Brief Description
Track, monitor and assess the resource performance management processes and
Page 948 of 1503


Explanatory
Mandatory
Optional
Interactions
Provide Supporting Procedures and Quality Management Support

Brief Description
management support for resource performance management processes.
Explanatory
Mandatory
Optional
Interactions
Page 949 of 1503

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 infrastructure is working
replacement;
analysis activity;
activity;
Page 950 of 1503


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
Mandatory
Optional
Page 951 of 1503

Interactions
Manage Resource Infrastructure, Provisioning and Preventive Maintenance

Schedules
Brief Description
analysis activity;
activity;
Explanatory
Mandatory
Optional
Interactions
Create Report
Brief Description
Proactively generating reports based on the trend analysis.
Page 952 of 1503

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

Brief Description
Track, monitor and assess the resource performance management processes and
Page 953 of 1503

processes;
Explanatory
Mandatory
Optional
Interactions
Provide Support for RTM and SPM Processes

Brief Description
management support for resource trouble management processes.
Explanatory
Mandatory
Optional
Interactions
Page 954 of 1503

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 &
The Resource Data Collection & Distribution processes may be either scheduled
activities, or may be triggered as a result of ad-hoc events.
data distribution;
Page 955 of 1503


and Distribution processes
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.
data distribution;
Explanatory
Mandatory
Optional
Page 956 of 1503

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 &
and Distribution processes;
Explanatory
Mandatory
Optional
Page 957 of 1503

Interactions
Identify Data Collection Issues and Report

Brief Description
Managing and Identifying any Data Collection capability issues and providing warnings.
Explanatory
Mandatory
Optional
Interactions
1.5.4.5 Manage Resource Inventory
Figure 244. 1.5.4.5 Manage Resource Inventory decomposition
Page 958 of 1503

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.
capture processes;
inventory;
Identifying any technical driven shortcomings of the resource inventory repository,
issues.
Explanatory
Mandatory
Optional
Page 959 of 1503

Interactions
Manage Resource Inventory Database and Processes

Brief Description
Establishing, managing and administering the enterprise's resource inventory,
capture processes;
inventory;
Explanatory
Mandatory
Optional
Interactions
Track and Monitor Resource Repository Capabilities

Brief Description
Monitoring and reporting on the usage and access to the resource inventory, and the
repository and associated costs, and reporting on the findings;
Explanatory
Page 960 of 1503

Mandatory
Optional
Interactions
Identify Repository Issues and Provide Reports and Warnings

Brief Description
Managing and Identifying any Inventory Repository issues and providing warnings.
Identifying any technical driven shortcomings of the resource inventory repository, and
issues.
Explanatory
Mandatory
Optional
Interactions
Page 961 of 1503

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 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 distribution and transport of purchased
resources and consumable 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 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.
Page 962 of 1503

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:
Managing the registration and access control processes that enable enterprise
processes to create, modify, update, delete and/or download individual requests into
other party systems associated with any of the above processes;
Managing the registration and access control processes that enable 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;
Explanatory
Mandatory
Optional
Interactions
Manage Warehousing
Page 963 of 1503

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 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
Page 964 of 1503

Track and Monitor Logistics and Manage Resource Inventory

Brief Description
Managing the registration and access control processes that enable 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;
Explanatory
Mandatory
Optional
Interactions
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
Page 965 of 1503

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.
"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
Page 966 of 1503

enable reporting and monitoring of assigned activities. Responsibilities of these

processes include, but are not limited to:
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 staff recall in the
event of unforeseen circumstances;
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),
issues.
Explanatory
Mandatory
Optional
Interactions
Page 967 of 1503

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
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:
Page 968 of 1503

{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

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 management catalogs and settings required
to assure that the 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.
Page 969 of 1503

{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
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
Page 970 of 1503

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
{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 capabilities to
allow for modification of work assignments as required 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 971 of 1503

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 972 of 1503

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

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,
Page 973 of 1503

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
Interactions
Manage Appointments
Page 974 of 1503

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 975 of 1503

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 976 of 1503

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 977 of 1503

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 978 of 1503

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 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 management catalogs and settings required
to assure that the 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
Page 979 of 1503

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
Optional
Page 980 of 1503

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

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
Page 981 of 1503

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

Brief Description
This process manages the catalog of technicians skills, including description and
combination.
Page 982 of 1503

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 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.
Page 983 of 1503

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
Optional
Interactions
Configure Logging and Audit

Page 984 of 1503

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
1.5.5.7 Manage Work Order Lifecycle
Page 985 of 1503

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
{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 capabilities to
allow for modification of work assignments as required 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 986 of 1503

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 fulfillment-based resource order or an
assurance trouble report coming from third-party systems
Initiating work order issuance through handheld devices by a technician from the field
Explanatory
Mandatory
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
Page 987 of 1503

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.
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
Page 988 of 1503

{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 already-dispatched tasks
Explanatory
Mandatory
Optional
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
Page 989 of 1503

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 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.
Page 990 of 1503

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
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 to processes and
other parties registered to receive notifications of any status changes
{T}Executing performance reports for various workforces
Explanatory
Mandatory
Optional
Interactions
Page 991 of 1503

1.5.6 Resource Provisioning
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;
Page 992 of 1503

Assigning and tracking resource provisioning activities;

Managing resource provisioning jeopardy conditions
Reporting progress on resource orders to other processes.
Explanatory
Mandatory
Optional
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. Depending on business rules,
and on any specific levels of 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
issued in response to a confirmed service order, these processes are responsible for
Page 993 of 1503

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.
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:
Assessing and planning the approach to be undertaken for configuration and
activation;
Re-use standard configuration and activation processes applicable to specific
resources;
Page 994 of 1503

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.
At the successful conclusion of these activities, the status of the 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 in-service which means
the specific resources are available for use.
Explanatory
Mandatory
Optional
Page 995 of 1503

Interactions
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 tracked efficiently.
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 996 of 1503

Report Resource Provisioning

Brief Description
Monitor the status of resource orders, provide notifications of any changes and provide
management reports.
The objective of the Report Resource Provisioning processes is to monitor the status of
resource orders, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of resource
orders and managing notifications to processes and other parties registered to receive
the Enable Resource Provisioning processes.
These processes record, analyze and assess the resource order status changes to
effectiveness of the overall Resource Provisioning process. These specialized summaries
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 recognize that a
resource order is ready to be closed when the status is changed to completed.
Explanatory
Page 997 of 1503

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 requiring special handling, and passes management for
further processing to the Track & Manage Resource Provisioning process.
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 Provisioning processes.
Page 998 of 1503

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
Mandatory
Optional
Interactions
Page 999 of 1503

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.
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. Depending on business rules,
and on any specific levels of 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
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
These process are responsible for initiating, using the party management processes,
Page 1000 of 1503

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

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
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.
Page 1001 of 1503

Optional
Interactions
Reserve Resource
Brief Description
This process reserves specific resources in response to issued resource orders.
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
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
Page 1002 of 1503

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 resources are marked as allocated.
Explanatory
This process allocates specific resources in response to issued resource orders.
Mandatory
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
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
Page 1003 of 1503

Explanatory
Mandatory
responsible for installing and commissioning specific resources, and updating the
resource inventory as part of these processes
Optional
Interactions
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:
Page 1004 of 1503

Assessing and planning the approach to be undertaken for 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.
At the successful conclusion of these activities, the status of the specific resources will
be changed from allocated to activated, which means they are in use.
Explanatory
Mandatory
Optional
Interactions
Configure Resource
Brief Description
This process assesses and plans the approach to be undertaken for configuration. It reuses 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
This process assesses and plans the approach to be undertaken for configuration. It
Page 1005 of 1503

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
Brief Description
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
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 planned outage or is likely to initiate false specific resource alarm
event notifications.
Optional
Interactions
Activate Resource
Page 1006 of 1503

Brief Description
This process assesses and plans the approach to be undertaken for 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
resources.
Mandatory
This process assesses and plans the approach to be undertaken for 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
Page 1007 of 1503

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 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 in-service 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 test plans, or
Explanatory
Page 1008 of 1503

Mandatory
This process tests specific resources against supplier/partner defined test plans, or
Optional
Interactions
Develop Test Plans

Brief Description
Explanatory
Mandatory
Optional
Interactions
Capture Test Results

Brief Description
purposes.
Page 1009 of 1503

Explanatory
Mandatory
purposes.
Optional
Interactions
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 tracked efficiently.
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;
Page 1010 of 1503

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
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
Page 1011 of 1503

Track Resource Provisioning Activity

Brief Description
This process tracks the order execution process.
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
Page 1012 of 1503

Interactions
Update Resource Repository

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 1013 of 1503

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 changes and provide
management reports.
The objective of the Report Resource Provisioning processes is to monitor the status of
resource orders, provide notifications of any changes and provide management reports.
orders and managing notifications to processes and other parties registered to receive
the Enable Resource Provisioning processes.
These processes record, analyze and assess the resource order status changes to
effectiveness of the overall Resource Provisioning process. These specialized summaries
Explanatory
Mandatory
Optional
Page 1014 of 1503

Interactions
Monitor Resource Order Status

Brief Description
This process is responsible for continuously monitoring the status of resource orders.
Explanatory
Mandatory
This process is responsible for continuously monitoring the status of resource orders.
Optional
Interactions
Distribute Resource Order Notification

Brief Description
registered to receive notifications of any status changes.
Explanatory
Mandatory
registered to receive notifications of any status changes.
Optional
Interactions
Page 1015 of 1503

Distribute Resource Provisioning Reports

Brief Description
This process records, analyzes and assesses the resource order status changes to
effectiveness of the overall Resource Provisioning process, including specific reports
Explanatory
Mandatory
This process records, analyzes and assesses the resource order status changes to
effectiveness of the overall Resource Provisioning process, including specific reports
Optional
Interactions
1.5.6.7 Issue Resource Orders
Page 1016 of 1503

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, 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.
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.
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 Provisioning processes.
Explanatory
Mandatory
Optional
Page 1017 of 1503

Interactions
Assess Resource Request

Brief Description
This process assesses the information contained in the service order, through a resource
order request, initiating resource process request or supplier/partner initiated request,
to determine the associated resource orders that need to be issued.
Explanatory
Mandatory
This process assesses the information contained in the service order, through a resource
order request, initiating resource process request or supplier/partner initiated request,
to determine the associated resource orders that need to be issued.
Optional
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.
requirements, and a specific feasibility assessment and/or resource design has been
previously created, this process is responsible for issuing the resource orders, and for
the associated resource orders.
Page 1018 of 1503

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 associated resource orders.
requirements, and a specific feasibility assessment and/or resource design has been
previously created, this process is responsible for issuing the resource orders, and for
the associated resource orders.
Optional
Interactions
Mark Resource Order for Special Handling

Brief Description
specific feasibility assessment and/or specific 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
specific feasibility assessment and/or specific resource design has not been previously
created, this process marks the issued resource order as requiring special handling, and
Optional
Page 1019 of 1503

Interactions
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.
Page 1020 of 1503

Explanatory
Mandatory
Optional
Interactions
Develop Resource Recovery Plan

Brief Description
Explanatory
Mandatory
Optional
Interactions
Provide Resource Recovery Proposal Notification

Brief Description
Page 1021 of 1503

Explanatory
Mandatory
Optional
Interactions
Request Resource Recovery Authorization

Brief Description
Explanatory
Mandatory
Optional
Interactions
Commence Resource Recovery

Brief Description
Explanatory
Page 1022 of 1503

Mandatory
Optional
Interactions
Complete Resource Recovery

Brief Description
When recovered, the specific resources and/or associated resource specific parameters
will be marked as unallocated.
Explanatory
Mandatory
When recovered, the specific resources and/or associated resource specific parameters
will be marked as unallocated.
Optional
Interactions
Recover Specific Resource

Brief Description
This process recovers a specific resource that is no longer required.
Explanatory
Page 1023 of 1503

Mandatory
This process recovers a specific resource that is no longer required.
Optional
Interactions
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
Page 1024 of 1503

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 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
Page 1025 of 1503

Interactions
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.
Page 1026 of 1503

The Distribute Management Information & Data processes are responsible for
distributing processed management information and/or data to resource instances,
service instances or other processes within the enterprise for further analysis and/or
reporting.
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
Page 1027 of 1503

Interactions
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 events and, performance and other
Page 1028 of 1503

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
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 events and,
performance and other management information for distribution to other processes
within the enterprise
Optional
Interactions
Deliver Management Information

Page 1029 of 1503

Brief Description
Accept command, query and other management information from enterprise processes
for distribution to resource and service instances.
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
Page 1030 of 1503

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
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
Page 1031 of 1503

Filter Information/Data
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
Page 1032 of 1503

Format Information/Data
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

Page 1033 of 1503

Brief Description
and/or reporting.
The Distribute Management Information & Data processes are responsible for
distributing processed management information and/or data to resource instances,
reporting.
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
Explanatory
Mandatory
Optional
Interactions
Distribute Information/Data
Brief Description
and/or reporting.
Explanatory
Mandatory
Distribute processed management information and/or data to resource instances,
Page 1034 of 1503

reporting.
Optional
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
Explanatory
Page 1035 of 1503

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
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 include, but are not
Page 1036 of 1503

limited to:
Detecting, analyzing, managing and reporting on resource alarm event notifications;
Initiating and managing resource trouble reports;
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 Management
processes.
Resource Trouble Management processes perform analysis, decide on the appropriate
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
Explanatory
Mandatory
Optional
Interactions
Survey & Analyze Resource Trouble

Page 1037 of 1503

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.
The objective of the Survey & Analyze Resource Trouble processes is to monitor
resource alarm event notifications and manage resource alarm event records in realtime.
Responsibilities of the Survey & Analyze Resource Trouble processes include, but are not
limited to:
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 alarm event records have been cleared.
The analysis will correlate resource alarm event notifications to planned outage
notifications to remove false resource alarm event notifications arising as a result of the
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 well-defined action
based on specific resource alarm event notification information as well as the nonTM Forum 2015. All Rights Reserved.
Page 1038 of 1503

arrival of resource alarm event notification information after a specific time interval has
elapsed.
action when a resource alarm event record is not cleared within a pre-defined period of
time.
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 required during the assessment, and when the root
When the process is complete the Localize Resource Trouble processes will notify the
Track & Manage Resource Trouble processes.
Page 1039 of 1503

Explanatory
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 might be triggered. Manual
restoration activity is assigned to the 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, restoration through
temporary work-arounds or an unsuccessful attempt at restoration to Track & Manage
Resource Trouble through updates to the associated resource trouble report.
Explanatory
Mandatory
Optional
Page 1040 of 1503

Interactions
Track & Manage Resource Trouble

Brief Description
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
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.
Adding additional information to an open resource trouble report based on the first-in
testing;
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
Mandatory
Page 1041 of 1503

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 trouble caused by security events.
The objective of the Report Resource Trouble processes is to monitor the status of
resource trouble reports, provide notifications of any changes and provide management
reports.
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 status changes
to provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Resource Trouble Management process. These specialized
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
Close Resource Trouble Report

Page 1042 of 1503

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 alarm event
notification analysis, and subsequent creation of new 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 responsible for converting the received
information into a form suitable for the Resource Trouble Management processes, and
for requesting additional information if required.
These processes will make estimates of the time to restore resource which will be
included in the new resource trouble report so that other processes can gain access to
this information.
Page 1043 of 1503

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.
The objective of the Survey & Analyze Resource Trouble processes is to monitor
resource alarm event notifications and manage resource alarm event records in realtime.
Responsibilities of the Survey & Analyze Resource Trouble processes include, but are not
limited to:
Page 1044 of 1503

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 alarm event records have been cleared.
The analysis will correlate resource alarm event notifications to planned outage
These processes may determine that a resource alarm event notification may represent
a service impacting condition. In these circumstances this process is responsible for
processes.
The Survey & Analyze Resource Trouble processes might trigger a well-defined action
based on specific resource alarm event notification information as well as the nonarrival of resource alarm event notification information after a specific time interval has
elapsed.
action when a resource alarm event record is not cleared within a pre-defined period of
time.
Explanatory
Mandatory
Page 1045 of 1503

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
processes.
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 Problem
Optional
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
Page 1046 of 1503

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
This process correlates resource alarm event notifications to planned outage
Explanatory
Mandatory
This process correlates resource alarm event notifications to planned outage
Optional
Page 1047 of 1503

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 records have been cleared.
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 records have been cleared.
Optional
Interactions
Trigger Defined Action

Brief Description
This process triggers a well-defined action based on specific resource alarm event
notification information as well as the non-arrival of resource 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 resource alarm event
record is not cleared within a pre-defined period of time.
Explanatory
Page 1048 of 1503

Mandatory
This process triggers a well-defined action based on specific resource alarm event
notification information as well as the non-arrival of resource 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 resource alarm event
record is not cleared within a pre-defined period of time.
Optional
Interactions
Monitor Resource Alarms Events

Brief Description
resources though systems and monitoring tools.
resources though systems and monitoring tools.
Explanatory
Mandatory
Optional
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.
Page 1049 of 1503

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 categorized as major
To review the resolution of resource troubles that have been categorized as major
Explanatory
Mandatory
Optional
Interactions
Page 1050 of 1503

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.
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 required during the assessment, and when the root
When the process is complete the Localize Resource Trouble processes will notify the
Track & Manage Resource Trouble processes.
Page 1051 of 1503

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 includes
application of signatures and other methods to capture anomalous events or malware.
Page 1052 of 1503

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.
Explanatory
Page 1053 of 1503

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
This process makes the results of the root cause analysis available to other processes. It
updates the open resource trouble report, as required during the assessment, and when
the root cause has been identified. This process notifies the Track & Manage Resource
Trouble processes.
Explanatory
This process makes the results of the root cause analysis available to other processes.
Page 1054 of 1503

Mandatory
This process updates the open resource trouble report, as required during the
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 appropriate diligence, in order to provide inputs to the "Track &
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 appropriate diligence, in order to provide inputs to the "Track &
Manage Resource Trouble" process.
Explanatory
Mandatory
Optional
Interactions
Page 1055 of 1503

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 might be triggered. Manual
restoration activity is assigned to the 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, restoration through
temporary work-arounds or an unsuccessful attempt at restoration to Track & Manage
Resource Trouble through updates to the associated resource trouble report.
Explanatory
Mandatory
Page 1056 of 1503

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 Trouble through updates to the associated resource trouble report.
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.
Page 1057 of 1503

Explanatory
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 1058 of 1503

Explanatory
Applies for large service failures requiring extensive re-assignment and/or reconfiguration 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
Optional
Interactions
This process reports restoration to Track & Manage Service Problem through updates to
the associated Service Trouble report.
Invoke Support Resource Trouble Management Processes

Brief Description
This process recovers normal operation by invocation of the Support Resource Trouble
unsuccessful attempt at restoration to Track & Manage Resource Trouble through
updates to the associated resource trouble report.
Explanatory
Mandatory
This process recovers normal operation by invocation of the Support Resource Trouble
unsuccessful attempt at 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 Trouble
through updates to the associated resource trouble report.
Page 1059 of 1503

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
efficiently, and that escalation is invoked as 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.
Adding additional information to an open resource trouble report based on the first-in
testing;
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
Page 1060 of 1503

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
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
finished at the appropriate time and in the appropriate sequence.
Mandatory
This process schedules, assigns and coordinates repair and restoration activities,
existing resource trouble report based on assignments, and modifies the resource
trouble report status;
Page 1061 of 1503

Optional
Interactions
Perform First in Testing

Brief Description
adds additional information to an open resource trouble report based on the first-in
testing.
Explanatory
Mandatory
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 1062 of 1503

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
This process provides the escalations between support levels and actors when a
resource trouble cannot be solved by the current assigned group. Therefore, the
escalation can be carried out between 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
This process initiates any final testing to confirm clearance of the service problem.
Page 1063 of 1503

Explanatory
Mandatory
This process initiates any final testing to confirm clearance of the 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

Page 1064 of 1503

Brief Description
This process is responsible for assigning the prioritization to resource trouble in order to
according to criteria, such as, categorization and resources affected.
This process is responsible for assigning the prioritization to resource trouble in order to
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

Page 1065 of 1503

Brief Description
Monitor the status of resource trouble reports provide notifications of any changes and
provide management reports. This includes resource trouble caused by security events.
The objective of the Report Resource Trouble processes is to monitor the status of
resource trouble reports, provide notifications of any changes and provide management
reports.
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 status changes
to provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Resource Trouble Management process. These specialized
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
This process is responsible for continuously monitoring the status of resource trouble
and Service Quality Management. Notification lists are managed and maintained by the
Support Resource Trouble Management processes.
Page 1066 of 1503

Explanatory
Mandatory
This process is responsible for continuously monitoring the status of resource trouble
and Service Quality Management.
Optional
Interactions
Notification lists are managed and maintained by the Support Resource Trouble
Distribute Notifications
Brief Description
Explanatory
Mandatory
Optional
Interactions
Distribute Management Reports & Summaries

Brief Description
Page 1067 of 1503

Explanatory
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

Brief Description
Create a new resource trouble report
Page 1068 of 1503

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 alarm event
notification analysis, and subsequent creation of new 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.
processes other than the Survey & Analyze Resource Trouble processes, the Create
Resource Trouble Report processes are responsible for converting the received
information into a form suitable for the Resource Trouble Management processes, and
for requesting additional information if required.
These processes will make estimates of the time to restore resource which will be
included in the new resource trouble report so that other processes can gain access to
this information.
Explanatory
Mandatory
Optional
Interactions
Generate Resource Trouble

Brief Description
This process creates a new resource trouble report.
Explanatory
Mandatory
This process creates a new resource trouble report.
Page 1069 of 1503

Optional
Interactions
Convert Report To Resource Trouble Format

Brief Description
processes other than the Survey & Analyze Resource Trouble processes, this process is
responsible for converting the received information into a form suitable for the
Resource Trouble Management processes, and for requesting additional information if
required.
Explanatory
Mandatory
Optional
Interactions
Estimate Time For Restoring Resource

Brief Description
Explanatory
Mandatory
Page 1070 of 1503

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 carrying out the appropriate action/response. This may
include requests to the Resource Performance Management processes to install
Page 1071 of 1503

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 performance is required;
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;
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
Page 1072 of 1503

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
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;
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 degradations and
violations;
Recording the results of the analysis and intermediate updates in the Resource
Inventory for historical analysis and for use as required by other processes
Undertaking specific detailed analysis (if the original requested came from Service
Quality Management processes) to discover the root cause of service performance
degradations that may be arising due to interactions between resource instances,
Page 1073 of 1503

without any specific resource instance having an unacceptable performance in its own
right.
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.
Explanatory
Mandatory
Optional
Interactions
Page 1074 of 1503

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, provide notifications of any changes and
provide management reports.
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 Management processes.
These processes record, analyze and assess the resource performance degradation
the efficiency and effectiveness of the overall Resource Performance Management
audiences.
Explanatory
Mandatory
Optional
Interactions
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
A new resource performance degradation report may be created as a result of specific
Page 1075 of 1503

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 Report processes are responsible for
converting the received information into a form suitable for the Resource Performance
Explanatory
Mandatory
Optional
Interactions
Track & Manage Resource Performance Resolution

Brief Description
efficiently, and that escalation is invoked as 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 degradation report
Scheduling, assigning and coordinating analysis and specific resource performance
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;
Page 1076 of 1503

Modifying information in an existing resource performance degradation report based

on assignments;
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 reports as necessary.
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
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 degradation report is ready to be
closed when the status is changed to cleared.
Explanatory
Page 1077 of 1503

Mandatory
Optional
Interactions
1.5.9.1 Monitor Resource Performance
Figure 271. 1.5.9.1 Monitor Resource Performance decomposition
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 performance is required;
Page 1078 of 1503

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
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 Resource
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
Explanatory
Mandatory
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;
Page 1079 of 1503

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
Optional
Interactions
Record Resource Performance Data

Brief Description
This process assesses and records received specific resource performance data which is
within tolerance limits for performance standards, and for which continuous monitoring
and measuring of 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 standards, and for which continuous monitoring
and measuring of 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
Page 1080 of 1503

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 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 threshold violations to
determined by that process.
Optional
Interactions
It forwards resource performance degradation notifications to other Resource
specific resource performance; and
Page 1081 of 1503

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;
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 degradations and
violations;
Recording the results of the analysis and intermediate updates in the Resource
Page 1082 of 1503

Inventory for historical analysis and for use as required by other processes
Undertaking specific detailed analysis (if the original requested came from Service
Quality Management processes) to discover the root cause of service performance
right.
Explanatory
Mandatory
Optional
Interactions
Perform Specific Resource Performance Diagnostics

Brief Description
This process performs analysis as required on specific resource performance
information received from the Monitor Service Quality 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 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.
Explanatory
This process performs analysis as required on specific resource performance
information received from the Monitor Service Quality processes.
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
Page 1083 of 1503


right.
Optional
Interactions
Manage Resource Performance Data Collection Schedules

Brief Description
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
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 1084 of 1503

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 within the Control Resource Performance process
depending on circumstances.
Page 1085 of 1503

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
These controls may be based on established control plans, or the controls may be
developed within the Control Resource Performance 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 normal operation,
at the request of Resource Trouble Management or Service Quality Management
Page 1086 of 1503

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
These controls may be based on established control plans, or the controls may be
developed within the Control Resource Performance 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 1087 of 1503

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, provide notifications of any changes and
These processes record, analyze and assess the resource performance degradation
the efficiency and effectiveness of the overall Resource Performance Management
audiences.
Page 1088 of 1503

Explanatory
Mandatory
Optional
Interactions
Monitor Resource Performance Degradation Report

Brief Description
This process is responsible for continuously monitoring the status of Resource
Performance Degradation Reports and managing notifications to processes in the
Explanatory
Mandatory
This process is responsible for continuously monitoring the status of Resource
Performance Degradation Reports and managing notifications to processes in the
status changes.
Optional
Interactions
Notification lists are managed and maintained by the Enable Resource Performance
Distribute Resource Quality Management Reports & Summaries

Page 1089 of 1503

Brief Description
This process records, analyzes and assesses the Resource Performance Degradation
of the efficiency and effectiveness of the overall Resource Performance Management
audiences.
Explanatory
Mandatory
This process records, analyzes and assesses the Resource Performance Degradation
of the efficiency and effectiveness of the overall Resource Performance Management
process.
Optional
Interactions
Page 1090 of 1503

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
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
request from processes other than Monitor Resource Performance processes, the
Create Resource Performance Degradation Report processes are responsible for
Page 1091 of 1503

converting the received information into a form suitable for the Resource Performance
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
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
Optional
Interactions
Convert Report To Resource Performance Degradation Report Format

Page 1092 of 1503

Brief Description
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 additional
information if 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
Page 1093 of 1503

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
efficiently, and that escalation is invoked as 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 degradation report
Scheduling, assigning and coordinating analysis and specific resource performance
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 degradation report based
on assignments;
Modifying the resource performance degradation report status;
Page 1094 of 1503

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 reports as necessary.
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
existing Resource Performance Degradation Report based on assignments, and modifies
the Resource Performance Degradation Report status
Explanatory
Mandatory
existing Resource Performance Degradation Report based on assignments, and modifies
the Resource Performance Degradation Report status
Page 1095 of 1503

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 Performance Degradation
Explanatory
Page 1096 of 1503

Mandatory
This process adds additional information to an open Resource Performance Degradation
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.
Explanatory
Page 1097 of 1503

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
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.
Optional
Interactions
This process informs the Close Resource Performance Degradation Report processes
Engage External Party Resource

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 co-ordinate all the actions necessary in order to guarantee that all tasks
are finished at the appropriate time and in the appropriate sequence.
Page 1098 of 1503

Explanatory
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 co-ordinate all the actions necessary in order to
sequence.
Optional
Interactions
Interaction with Suppliers / Partners
1.5.10 Resource Mediation & Reporting
Figure 277. 1.5.10 Resource Mediation & Reporting decomposition
Page 1099 of 1503

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
Optional
Interactions
Mediate Resource Usage Records

Brief Description
Validate, normalize, convert and correlate usage records collected from 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
Page 1100 of 1503

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. These processes produce reports that
may identify abnormalities, which may be caused by fraudulent activity or related to
customer complaints or network problems.
Explanatory
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

Page 1101 of 1503

Brief Description
Validate, normalize, convert and correlate usage records collected from 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
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
Page 1102 of 1503

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. 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
Page 1103 of 1503

Interactions
Correlate Resource Usage Records

Brief Description
Correlate collected resource usage records.
Explanatory
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
Page 1104 of 1503

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
1.6.1 Party Strategy & Planning
Figure 279. 1.6.1 Party Strategy & Planning decomposition

Page 1105 of 1503

Brief Description
N/A
N/A
Explanatory
Mandatory
Optional
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
Page 1106 of 1503

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
Optional
Page 1107 of 1503

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.
ensure that the requirements meets the needs of all stakeholders
Explanatory
Mandatory
Optional
Interactions
Determine Potential Parties

Page 1108 of 1503

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
ensure that the selected short list meets the needs of all stakeholders
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 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
Page 1109 of 1503

Mandatory
Optional
Interactions
Gain Tender Decision Approval

Brief Description
proposals to develop and deliver the required resource 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.
ensure that the tender decisions are supported by all stakeholders
Explanatory
Mandatory
Optional
Interactions
Page 1110 of 1503

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.
The Party Strategy and Planning processes will also provide a set of enterprise level
requirements that the sourcing process will need to satisfy.
ensure that the requirements meets the needs of all stakeholders
Page 1111 of 1503

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. 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
requirements.
Page 1112 of 1503


availabilities, etc. The Party Strategy and Planning processes will also provide a set of
enterprise level requirements that the sourcing process will need to 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
Mandatory
Optional
Interactions
Prepare Tender Document

Page 1113 of 1503

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
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.
Page 1114 of 1503

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
ensure that the selected short list meets the needs of all stakeholders
Explanatory
Mandatory
Optional
Interactions
Analyze Potential Parties

Brief Description
These processes provide detailed analysis of potential parties, 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
Page 1115 of 1503

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

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
Page 1116 of 1503

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

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 Shortlisted Party process which selects on or more parties with whom agreements are
negotiated.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1117 of 1503

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 short-listed 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.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1118 of 1503

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 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
Page 1119 of 1503

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
Interactions
Administer the Tender Process

Brief Description
These processes manage the tender analysis team engagement approach.
Page 1120 of 1503

Explanatory
Mandatory
Optional
Interactions
1.6.2.4 Gain Tender Decision Approval
Figure 284. 1.6.2.4 Gain Tender Decision Approval decomposition
Gain Tender Decision Approval

Page 1121 of 1503

Brief Description
proposals to develop and deliver the required resource 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.
ensure that the tender decisions are supported by all stakeholders
Explanatory
Mandatory
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
Page 1122 of 1503

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
Optional
Interactions
1.6.3 Party Relationship Development &

Retirement
Figure 285. 1.6.3 Party Relationship Development & Retirement decomposition
Party Relationship Development & Retirement

Page 1123 of 1503

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 out-tasking 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.
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.
Page 1124 of 1503

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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.
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
Page 1125 of 1503

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, 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
1.6.3.1 Party Relationship Management
Figure 286. 1.6.3.1 Party Relationship Management decomposition
Party Relationship Management

Page 1126 of 1503

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
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
Page 1127 of 1503

Optional
N/A
Interactions
N/A
Manage Party Relationship

Brief Description
Establish and manage the on-going processes to support the 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.
Page 1128 of 1503

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
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
Page 1129 of 1503

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
1.6.3.1.2 Manage Party Relationship
Figure 287. 1.6.3.1.2 Manage Party Relationship decomposition
Page 1130 of 1503

Manage Party Relationship

Brief Description
Establish and manage the on-going processes to support the 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
Page 1131 of 1503

Interactions
N/A
Review Party Relationship

Brief Description
Review changes to the commercial, strategic and operational interaction processes.
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 interaction processes.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1132 of 1503

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

Brief Description
Collect basic data about a party, such as name, accounts and account contacts, credit
profiles.
Page 1133 of 1503

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
Collect Party Contact

Page 1134 of 1503

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 1135 of 1503

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 1136 of 1503

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
Interactions
N/A
Page 1137 of 1503

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.
Explanatory
N/A
Mandatory
N/A
Page 1138 of 1503

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

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
Page 1139 of 1503

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.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1140 of 1503

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, 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, 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

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
Page 1141 of 1503

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
Mandatory
N/A
Optional
N/A
Interactions
N/A
Remove Party Profile Type

Page 1142 of 1503

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 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
Page 1143 of 1503

Mandatory
N/A
Optional
N/A
Interactions
N/A
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
Page 1144 of 1503

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 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 on-boarded 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 on-boarding 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
Page 1145 of 1503

and offering. For example, the enterprise may accept an order for one of its offerings,
but it may be fulfilled by 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.
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 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.
Page 1146 of 1503

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 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 1147 of 1503

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 on-boarding 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 accept an order for one of its offerings,
but it may be fulfilled by another party.
product offerings that leverage its own product offerings as well as the acquired product
Page 1148 of 1503

offerings. It may also make a party's offerings available as-is to the market.
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.
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 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.
Page 1149 of 1503

product offerings that leverage its own product offering as well as another party's
offering.
The specifications for the product offering made available by another 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.
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, 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.
Page 1150 of 1503

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.
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
1.6.4.2 Off-Board Party Offering &

Specification
Page 1151 of 1503

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 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.
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 service
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.
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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 off-boarded the
product specification may also be off-boarded by the Off-Board 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
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 service
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 1153 of 1503

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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.
terminated.
Off-Board Party Product Specification off-boards a party's product specification. This can
Page 1154 of 1503

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 service
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
Remove Party Product Specification

Brief Description
Remove a party's product specification.
Remove Party Product Specification removes a party's product specification.
terminated.
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
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Interactions
N/A
De-activate Off-boarded Preconfigured Services

Brief Description
Deactivate 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.
De-activate Off-boarded Preconfigured Services deactivates any services have been preconfigured 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.
Page 1156 of 1503

Explanatory
N/A
Mandatory
N/A
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
Page 1157 of 1503

manage these types of agreements to avoid duplication of the sub-processes.

Initiate and complete business agreements with a party or parties, to 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. Shorterterm 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.
Page 1158 of 1503

Prepare Party Agreement prepares an agreement between the 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 onboarded.
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
processes also manage the negotiating timetables and determination of the enterprise
negotiating team.
Page 1159 of 1503

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

Brief Description
Manage changes to the commercial terms of an agreement during its term.
Page 1160 of 1503

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 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.
Page 1161 of 1503

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 the basis for party-specific agreements. After
approval of agreement between the enterprise and the party, the party can be onboarded.
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
Page 1162 of 1503

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.
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
Page 1163 of 1503

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
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.
Page 1164 of 1503

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 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
Page 1165 of 1503

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 attributes, such as
the agreement number, its date, period, statement of intent, locations to which the
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.
Page 1166 of 1503

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 attributes, such
as the agreement number, its date, period, statement of intent, locations to which the
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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
Page 1167 of 1503

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
Interactions
N/A
Define Inter-Agreement Relationship

Brief Description
Define relationship(s) with other agreement(s), such as a group of service level
agreements.
Page 1168 of 1503

Define Inter-Agreement Relationship defines relationship(s) with other agreement(s).
For example a service level agreement for an end-to-end 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
1.6.5.2 Manage Party Agreement

Commercial Negotiations
Figure 298. 1.6.5.2 Manage Party Agreement Commercial Negotiations decomposition
Page 1169 of 1503

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
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
Page 1170 of 1503

Interactions
N/A
Manage Commercial Negotiations

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1171 of 1503

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 commercial
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
Page 1172 of 1503

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
authorization to sign an agreement. In the case of an existing template this process
gains acceptance of an agreement from another party.
authorization to sign an agreement. In the 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.
Page 1173 of 1503

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 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
Page 1174 of 1503

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
External parties are engaged by the service provider in infrastructure level provisioningrelated 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.
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
processes;
Page 1175 of 1503

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 reporting processes;
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 suppliers/partners who own and
manage outsourced infrastructure, and to ensure that the Support Party Problem
Reporting & Management processes can operate effectively.
External parties are engaged by the service provider in infrastructure level problemrelated activities when the service provider has outsourced the relevant infrastructure
ownership and management to external parties (i.e. outsourced network or IT bureau
arrangements).
The actual engagement with the party is initiated by the specific problem or trouble
Page 1176 of 1503

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 is to ensure that there is
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 appropriate Inventories) and
processes;
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
Mandatory
N/A
Optional
N/A
Interactions
N/A
Support Party Performance Management

Page 1177 of 1503

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
External parties are engaged by the service provider in infrastructure level performancerelated activities when the service provider has outsourced the relevant infrastructure
ownership and management to parties (i.e. outsourced network or IT bureau
arrangements).
The actual engagement with the party is initiated by the specific 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
Arranging and managing party access to appropriate service provider performance
Arranging and managing service provider access to appropriate party performance
Monitoring and reporting on party progress towards resolving reported infrastructure
performance issues;
improvements;
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
Manage performance restoration activity with parties who own and manage outsourced
Page 1178 of 1503

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 effectively. Examples are information on how to respond to current 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
resources where it has been identified that current levels will impact on timely payment
preparation, and complaint handling.
External parties are engaged by the service provider in infrastructure 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
These processes undertake trend analysis on payment and invoicing, including
problems, delays and complaints.
operate effectively
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1179 of 1503

Interactions
N/A
Support Party Interface Management

Brief Description
The purpose of the Support Party Interface Management processes is to ensure 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
timely contact handling.
These processes are responsible for implementing generic and specific 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
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
Page 1180 of 1503


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 Management processes.
Identifying the inventory-relevant information requirements to be 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 information capture
processes;
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
Identifying any technical driven shortcomings of the supplier/partner inventory
Manage the administration of the enterprise's party inventory.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1181 of 1503

1.6.6.1 Support Party Requisition

Management
Figure 301. 1.6.6.1 Support Party Requisition Management decomposition
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
External parties are engaged by the service provider in infrastructure level provisioningrelated activities when the service provider has outsourced the relevant infrastructure
ownership and management to parties providing this (i.e. outsourced network or IT
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
Page 1182 of 1503

availability.
arranging and managing external party access to appropriate service provider
processes;
arranging and managing service provider access to appropriate external party
processes;
oversight of party roll-out, in accordance with approved plans, of the approved new
reporting on deployed external party resource infrastructure capacity;
reporting on party deployment capability;
establishing and managing party requisition notification facilities and lists to support
the Party Requisition Management notification and reporting processes;
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
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 provider
Page 1183 of 1503


processes;
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

Brief Description
Oversight of party roll-out, in accordance with approved plans, of the approved new
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

Page 1184 of 1503

Brief Description
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

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

Page 1185 of 1503

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
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

Brief Description
Analyzing trend analysis reports and managing requisition processes performance.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1186 of 1503

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, and to ensure that the Support Party Problem
Reporting & Management processes can operate effectively.
External parties are engaged by the service provider in infrastructure level problemrelated activities when the service provider has outsourced the relevant infrastructure
ownership and management to external parties (i.e. outsourced network or IT bureau
arrangements).
The actual engagement with the party is initiated by the specific 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 is to ensure that there is
Support Party Problem Reporting & Management processes can operate effectively.
processes;
Page 1187 of 1503


improvements;
Updating the party Inventory of any changes to the party infrastructure problem
reports and progress
Manage problem resolution activity with suppliers/partners who own and manage
outsourced infrastructure, and to ensure that the Party Problem Reporting &
Explanatory
N/A
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
processes;
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
Page 1188 of 1503

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.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Monitor, Report for Party Performance and Provide Recommendations

Brief Description
improvements;
Supervising party problem resolution progress and planning for the necessary
improvements.
Explanatory
N/A
Page 1189 of 1503

Mandatory
N/A
Optional
N/A
Interactions
N/A
Analyzing Party Problem Processes Performance

Brief Description
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
Page 1190 of 1503

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
External parties are engaged by the service provider in infrastructure level performancerelated activities when the service provider has outsourced the relevant infrastructure
ownership and management to parties (i.e. outsourced network or IT bureau
arrangements).
The actual engagement with the party is initiated by the specific 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
Page 1191 of 1503

performance issues;
improvements;
Manage performance restoration activity with parties who own and manage outsourced
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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
Page 1192 of 1503

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
Interactions
N/A
Monitor and Report Party Performance Issues and Provide Recommendations

Brief Description
performance issues;
improvements;
Supervising party performance issues resolution progress and planning for the necessary
improvements.
Explanatory
N/A
Page 1193 of 1503

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
Interactions
N/A
Analyzing Party Performance Processes' Performance

Brief Description
Analyzing trend analysis reports and managing Party performance reporting and mgmt.
processes performance.
Page 1194 of 1503

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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
Page 1195 of 1503

operate effectively. Examples are information on how to respond to current 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
resources where it has been identified that current levels will impact on timely payment
preparation, and complaint handling.
External parties are engaged by the service provider in infrastructure 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
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
Explanatory
N/A
Mandatory
N/A
Page 1196 of 1503

Optional
N/A
Interactions
N/A
Analyze Party Settlements & Payments Process Performance

Brief Description
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1197 of 1503

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
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
timely contact handling.
These processes are responsible for implementing generic and specific 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
Mandatory
N/A
Page 1198 of 1503

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
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.
Page 1199 of 1503

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, frequency, duration,
outcome.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1200 of 1503

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 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 Management processes.
processes;
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
Page 1201 of 1503

Identifying any technical driven shortcomings of the supplier/partner inventory

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
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage and Administer Party Inventory

Page 1202 of 1503

Brief Description
processes;
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
Optional
N/A
Interactions
N/A
Page 1203 of 1503

Track and Monitor Party Inventory

Brief Description
Tracking and monitoring of the usage of, and access to, the party inventory repository
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 repository, and
issues.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1204 of 1503

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 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
Page 1205 of 1503

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 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 1206 of 1503

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
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
Page 1207 of 1503

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
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
Page 1208 of 1503

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
1.6.7.1 Party Privacy Management

Definition
Figure 308. 1.6.7.1 Party Privacy Management Definition decomposition
Party Privacy Management Definition

Page 1209 of 1503

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
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
Page 1210 of 1503

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 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
Page 1211 of 1503

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

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
Page 1212 of 1503

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
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
Page 1213 of 1503

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
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
Page 1214 of 1503

Interactions
N/A
1.6.7.3 Party Privacy Profile Management
Figure 310. 1.6.7.3 Party Privacy Profile Management decomposition
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
Page 1215 of 1503

- 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.
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

Page 1216 of 1503

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-to-end 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
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
Page 1217 of 1503

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.
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
Page 1218 of 1503

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.
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
Page 1219 of 1503

Mandatory
N/A
Optional
N/A
Interactions
N/A
1.6.8 Party Order Handling
Figure 311. 1.6.8 Party Order Handling decomposition
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
Page 1220 of 1503

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 the most
appropriate external party or parties amongst those with whom an appropriate
agreement exists.
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, services or products, within the
Page 1221 of 1503

specified requirements.
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.
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;
Page 1222 of 1503

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 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;
Page 1223 of 1503

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.
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
Page 1224 of 1503

Optional
Interactions
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.
These processes are responsible for continuously monitoring the status of party orders
the Support Party Order processes.
These processes record, analyze and assess the party order status changes to provide
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
Page 1225 of 1503

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 changed to completed.
Explanatory
Mandatory
Optional
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

Page 1226 of 1503

Brief Description
agreement exists.
The responsibility of the Select External Party processes is to identify the most
appropriate external party or parties amongst those with whom an appropriate
agreement exists.
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
Identify External Party for Order

Brief Description
agreement exists.
Explanatory
Mandatory
Optional
Interactions
Select Most Appropriate Party

Page 1227 of 1503

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
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

Page 1228 of 1503

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, services or products, within the
specified requirements.
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.
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).
Page 1229 of 1503

Explanatory
Mandatory
Optional
Interactions
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.
Page 1230 of 1503

Explanatory
Mandatory
Optional
Interactions
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.
Page 1231 of 1503

or triggered by reports from the party (e.g. periodically or at key events). These
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 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
Page 1232 of 1503

Interactions
Cancel Party Order

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
Page 1233 of 1503

Manage Party Orders

Brief Description
Processes ensure party orders are being processed and delivered efficiently and
effectively.
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
Page 1234 of 1503

Track Party Orders

Brief Description
or triggered by reports from the party (such as periodically or at key events). These
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 1235 of 1503

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.
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.
onward shipped.
party deliveries.
Page 1236 of 1503

Explanatory
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
party deliveries.
party deliveries.
the service provider is managed within the appropriate process(es) as required.
Page 1237 of 1503

onward shipped.
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 1238 of 1503

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.
These processes are responsible for continuously monitoring the status of party orders
Page 1239 of 1503


the Support Party Order processes.
These processes record, analyze and assess the party order status changes to provide
of the overall Party Order process. These specialized summaries could be specific
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

Page 1240 of 1503

Brief Description
Manage notifications to processes and other parties registered to receive notifications
Explanatory
Mandatory
Optional
Interactions
Report Party Orders Status

Brief Description
Record, analyze and assess the party orders status changes to provide management
Party Order Handling process, including specific reports required by specific audiences.
Explanatory
Mandatory
Optional
Interactions
Page 1241 of 1503

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 login/authenticate themselves
in order to get the appropriate role assigned to them.
Explanatory
Page 1242 of 1503

Mandatory
Optional
Interactions
Log Party Interaction

Brief Description
Record and maintain all information about the Party interaction.
The purpose of this process is to record and maintain all information about the Party
interaction. This information can be used in future interaction or as input for data
analysis processes.
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 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
Page 1243 of 1503

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)

Brief Description
Handle all interactions (inbound and outbound) made by potential and existing Parties
Page 1244 of 1503

potential and existing Parties. 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
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 generates related reports, to be
Explanatory
Mandatory
Optional
Interactions
Mediate & Orchestrate Party Interactions

Page 1245 of 1503

Brief Description
Ensure that transaction message structure and interactions conform to agreed or
externally defined standards used by the enterprise and its Parties
The purpose of the Mediate & Orchestrate Party Interactions is to ensure that
transaction message structure and interactions conform to agreed or externally defined
standards used by the enterprise and its Parties. Increasingly transactions with external
parties (e.g. Parties 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 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 Party Interface Management and Support Selling L3s.
Explanatory
Mandatory
Optional
Interactions
Page 1246 of 1503

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.
The purpose of this process is to record and maintain all information about the Party
interaction. This information can be used in future interaction or as input for data
analysis processes.
Explanatory
Mandatory
Optional
Interactions
Page 1247 of 1503

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 1248 of 1503

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
potential and existing Parties. 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
Handle Interaction
Page 1249 of 1503

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 1250 of 1503

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 1251 of 1503

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
unfulfilled) requests and on Party contacts and it generates related reports, to be
Explanatory
Mandatory
Optional
Interactions
Page 1252 of 1503

Analyze Party Interactions

Brief Description
Perform all required analysis on closed (completed or unfulfilled) requests and on Party
contacts
unfulfilled) requests and on Party contacts.
Explanatory
Mandatory
Optional
Interactions
Report Party Interaction

Brief Description
Generates related reports, to be utilized for process improvement activities, proactive
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
Interactions
Page 1253 of 1503

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
Ensure that transaction message structure and interactions conform to agreed or
externally defined standards used by the enterprise and its Parties
The purpose of the Mediate & Orchestrate Party Interactions is to ensure that
transaction message structure and interactions conform to agreed or externally defined
standards used by the enterprise and its Parties. Increasingly transactions with external
parties (e.g. Parties 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 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 Party Interface Management and Support Selling L3s.
Explanatory
Page 1254 of 1503

Mandatory
Optional
Interactions
Identify Party Interactions Data Formats

Brief Description
Identifies the necessary data formats to be sent externally according to the agreement.
Performs identification of the necessary data formats to be sent externally. Increasingly
transactions with external parties (e.g. Parties using RosettaNet or Web Services
standards) will need to conform to message and data formats defined by third parties or
third party 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

Brief Description
Where required, orchestrates interactions with external parties so that messages and
transactions are undertaken with defined and agreed message exchange.
The purpose of Orchestrate Party Interactions is to ensure that the messages are
orchestrated according to the agreed message exchange patterns.
Page 1255 of 1503

Explanatory
Mandatory
Optional
Interactions
Mediate Party Interactions

Brief Description
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 Parties. Increasingly transactions with external parties
(e.g. Parties using RosettaNet or Web Services standards) will need to conform to
message and data formats defined by third parties or third party organizations.
Explanatory
Mandatory
Optional
Interactions
Page 1256 of 1503

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:
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
the specific product and/or service, or specific product and/or service component, is
owned and maintained by an external party.
Explanatory
Mandatory
Page 1257 of 1503

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.
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.
Page 1258 of 1503

Explanatory
Mandatory
Optional
Interactions
Track & Manage Party Problem Resolution

Brief Description
Manage regular interaction about resolution progress with the party.
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 1259 of 1503

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 changes, and provide management
reports.
These processes are responsible for continuously monitoring the status of party
problems and managing notifications to processes and other parties registered to
maintained by the Support Party Problem Handling processes.
These processes record, analyze and assess the party problem status changes to provide
of the overall Party Problem Handling process.
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
These processes monitor the status of all open party problems, and recognize that a
problem is ready to be closed when the status is changed to cleared.
Explanatory
Page 1260 of 1503

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.
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
Page 1261 of 1503

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

Brief Description
This process communicates the problem to the party.
Page 1262 of 1503

Explanatory
Mandatory
Optional
Interactions
1.6.10.2 Receive Party Problem
Figure 324. 1.6.10.2 Receive Party Problem decomposition
Receive Party Problem

Brief Description
this.
Page 1263 of 1503

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 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.
Page 1264 of 1503

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
Manage regular interaction about resolution progress with the party.
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.
Page 1265 of 1503

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.
Explanatory
Page 1266 of 1503

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
Mandatory
Page 1267 of 1503

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
Optional
Page 1268 of 1503

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 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 changes, and provide management
reports.
problems and managing notifications to processes and other parties registered to
maintained by the Support Party Problem Handling processes.
These processes record, analyze and assess the party problem status changes to provide
of the overall Party Problem Handling process.
Explanatory
Page 1269 of 1503

Mandatory
Optional
Interactions
Monitor Party Problem

Brief Description
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 specialized summaries could be specific
Explanatory
Page 1270 of 1503

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 1271 of 1503

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:
higher level expertise and/or higher level support is required to 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);
the specific product and/or service are purchased from an external party (as in an
Page 1272 of 1503

interconnect service); or
the specific product and/or service, or specific product and/or service 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 and restoration
Page 1273 of 1503

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 degradation reports as necessary.
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 registered to receive notifications of any
status changes. Notification lists are managed and maintained by the Support Party
Performance Management process.
Record, analyze and assess the party performance degradation report status changes to
Page 1274 of 1503

effectiveness of the overall Party Performance Management process. These specialized

Monitor the status of party performance degradation reports, provide notifications of
any changes and provide management reports.
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 degradation report is ready to be closed when
the status is changed to 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
Initiate Party Performance Degradation Report

Page 1275 of 1503

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 1276 of 1503

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 1277 of 1503

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 1278 of 1503

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
Page 1279 of 1503

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 degradation reports as necessary.
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
Page 1280 of 1503

Cancel Party Performance Degradation Report

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

Page 1281 of 1503

Brief Description
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
Page 1282 of 1503

Modify the party performance degradation report status to cleared 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 registered to receive notifications of any
status changes. Notification lists are managed and maintained by the Support Party
Page 1283 of 1503

Performance Management process.

effectiveness of the overall Party Performance Management process. These specialized
Monitor the status of party performance degradation reports, provide notifications of
any changes and provide management reports.
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 receive notifications of any status changes.
Notification lists are managed and maintained by the Support Party Performance
Management process.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1284 of 1503

Distribute Party Performance Management Summaries

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
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1285 of 1503

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 degradation report is ready to be closed when
the status is changed to 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
Page 1286 of 1503

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 1287 of 1503

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.
Report specific performance issues to a party.
Explanatory
N/A
Page 1288 of 1503

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
Mandatory
N/A
Optional
N/A
Page 1289 of 1503

Interactions
N/A
1.6.12 Party Settlements & Payments

Management
Figure 333. 1.6.12 Party Settlements & Payments Management decomposition

Brief Description
N/A
N/A
Page 1290 of 1503

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
Interactions
Page 1291 of 1503

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.
Explanatory
Mandatory
Optional
Page 1292 of 1503

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 analysis, bill
made available to the adjustments 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
Page 1293 of 1503

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 issues have been resolved.
Explanatory
Mandatory
Optional
Interactions
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.
Page 1294 of 1503

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.
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
Page 1295 of 1503

Mandatory
Optional
Interactions
Generate Party Bill Inquiry

Brief Description
Generate a new party bill inquiry.
Explanatory
Mandatory
Optional
Interactions
Submit Bill Inquiry Information

Brief Description
Submit party bill inquiry information or send additional information
Explanatory
Mandatory
Optional
Page 1296 of 1503

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.
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
Page 1297 of 1503

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
Interactions
Record Party Bill Invoice Adjustment

Page 1298 of 1503

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
Track & Manage Party Bill Inquiry Resolution

Brief Description
Efficiently assign, coordinate and track specific party bill inquiry analysis, bill
made available to the adjustments 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
Page 1299 of 1503

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 issues have been resolved.
Explanatory
Mandatory
Optional
Interactions
Schedule Party Bill Inquiry Analysis and Adjustment Activities

Brief Description
Schedule the specific party bill inquiry/complaint adjustment activities
Explanatory
Page 1300 of 1503

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

Brief Description
Monitor the status of open party bill inquiries
Explanatory
Mandatory
Optional
Page 1301 of 1503

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 party bill inquiry
when the bill inquiry/complaint has been resolved by parties themselves or no longer
exists.
Explanatory
Mandatory
Optional
Interactions
Page 1302 of 1503

1.6.13.3 Receive & Process Party Bill

Inquiry Notifications and Responses
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
Page 1303 of 1503

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
Interactions
Page 1304 of 1503

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
Interactions
Provide Strategic Business Direction

Page 1305 of 1503

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

Brief Description
Provide high-level program management of strategic business plan implementation.
Page 1306 of 1503

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 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
Page 1307 of 1503

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.
Explanatory
Mandatory
Optional
Interactions
Page 1308 of 1503

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 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.
Explanatory
Mandatory
Optional
Interactions
Identify Outsourcing Opportunities

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 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 1309 of 1503

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 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.
Explanatory
Mandatory
Optional
Interactions
Facilitate Negotiation & Implementation of Potential Mergers & Acquisitions

Page 1310 of 1503

Brief Description
Facilitate negotiation and implementation of mergers or acquisitions.
Explanatory
Mandatory
Optional
Interactions
1.7.1.3 Enterprise Architecture

Management
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
Page 1311 of 1503

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 meta-models 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
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.
Page 1312 of 1503

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.
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.
Page 1313 of 1503

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
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.
Page 1314 of 1503

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.
Explanatory
Mandatory
Optional
Interactions
Co-ordinate Architecture Review

Page 1315 of 1503

Brief Description
Provides a point of review for strategy and tactical/solution architecture, and defines
and manages the review processes.
Explanatory
Mandatory
Optional
Interactions
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
Page 1316 of 1503

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

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

Page 1317 of 1503

Brief Description
Harmonization of processes and communication systems;
Explanatory
Mandatory
Optional
Interactions
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
Page 1318 of 1503

Explanatory
Mandatory
Optional
Interactions
Co-ordinate Business Activities

Brief Description
Planning, execution and management of existing and new business activities.
Explanatory
Mandatory
Optional
Interactions
Page 1319 of 1503

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 reestablishment, 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.
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.
Page 1320 of 1503

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.
Explanatory
Mandatory
Optional
Interactions
Plan Business Continuity

Page 1321 of 1503

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
Explanatory
Mandatory
Optional
Interactions
Plan Serious Incident Management

Page 1322 of 1503

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
Explanatory
Mandatory
Optional
Interactions
Page 1323 of 1503

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 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
Page 1324 of 1503

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.
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. 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, and deal with enterprise exposure to loss of value or reputation through
Page 1325 of 1503

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 the enterprise
remains at the forefront of security management threat minimization.
Explanatory
Mandatory
Optional
Interactions
Define Security Management Policies & Procedures

Page 1326 of 1503

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

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
Page 1327 of 1503

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
Detect Potential Security Threats & Violations

Brief Description
analysis of monitored activity to detect potential threats/security violations
Explanatory
Mandatory
Optional
Interactions
Page 1328 of 1503

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

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
Page 1329 of 1503

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.
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.
Page 1330 of 1503

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 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
Page 1331 of 1503

that may be conducted by Business Continuity Mgmt. processes or within

Operations/Assurance.
Explanatory
Mandatory
Optional
Interactions
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
Page 1332 of 1503

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
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
Page 1333 of 1503

Mandatory
Optional
Interactions
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 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.
Page 1334 of 1503

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
Page 1335 of 1503

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
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
Page 1336 of 1503

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 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.
Page 1337 of 1503

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.
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
Page 1338 of 1503

Mandatory
Optional
Interactions
Fraud Classification Management

Brief Description
This process serves as a repository of all fraud classifications pertinent to the operators
business model.
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
Page 1339 of 1503

Optional
Interactions
Internal Process Policies

Brief Description
This process serves as a repository of M&P (Methods and Procedures) 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
This process serves as a repository of M&P (Methods and Procedures) 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
Page 1340 of 1503

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
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
This process serves as a repository of M&P (Methods and Procedures) 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
Page 1341 of 1503

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
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. Internal communications
2. Partner communications
3. Customer communications
4. 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
Page 1342 of 1503

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
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.
Page 1343 of 1503

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
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
Page 1344 of 1503

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 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 minimize the risk of possible
fraud attacks. Within this process several protective steps are taken to ensure risk to
Page 1345 of 1503

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 re-checks 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, nonstandard 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
Interactions
Page 1346 of 1503

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
Mandatory
Optional
Interactions
Page 1347 of 1503

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:
1. Rule Processing: During rule processing activities, information and data is passed
through rules either through automated (technology-based) 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.
Page 1348 of 1503

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 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.
Page 1349 of 1503

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 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.
Page 1350 of 1503

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 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.
Page 1351 of 1503

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.
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
Page 1352 of 1503

1.7.2.4 Audit Management
Figure 348. 1.7.2.4 Audit Management decomposition
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
Page 1353 of 1503

Optional
Interactions
Define Audit Policy

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
Page 1354 of 1503

Interactions
Assess Operational Activities

Brief Description
Assess operational activities to ensure necessary or mandated control structures are in
place
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
Page 1355 of 1503

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 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
Page 1356 of 1503

Optional
Interactions
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
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Optional
Interactions
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
Page 1358 of 1503

Interactions
Provide Insurance Advice

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
Page 1359 of 1503

Interactions
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
Page 1360 of 1503

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 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.
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The Manage Revenue Assurance Framework process has a specific 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.
Manage Revenue Assurance Operations processes measure the actual revenue
assurance performance at defined control points against the expected performance,
Page 1362 of 1503

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.
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
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as a whole;
Establishing and managing revenue assurance data collection schedules, including
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;
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
Explanatory
Mandatory
Optional
Interactions
Page 1364 of 1503

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.
Explanatory
Page 1365 of 1503

Mandatory
Optional
Interactions
Monitor Revenue Assurance Controls

Brief Description
Monitor defined revenue assurance control points and undertake first-in 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;
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 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,
Page 1366 of 1503

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
performance issue, associated data on the possible cause and due date.
Explanatory
Mandatory
Optional
Page 1367 of 1503

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
Mandatory
Optional
Interactions
Resolve Revenue Assurance Trouble

Page 1368 of 1503

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 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 Resolution processes
is to efficiently assign, coordinate and track 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
Page 1369 of 1503

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.
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.
tasks are finished at the appropriate time and in the 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
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
Page 1370 of 1503

management reports.
These processes are responsible for continuously monitoring the status of revenue
assurance trouble reports and managing notifications to other processes and to other
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

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
Page 1371 of 1503

Interactions
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
Page 1372 of 1503

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
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.
Page 1373 of 1503

Mandatory
The responsibilities of the Verify Consistency of information process element are:
- to verify consistency of independent records of data linked to 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 1374 of 1503

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 1375 of 1503

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
Explanatory
Page 1376 of 1503

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
Mandatory
Page 1377 of 1503

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 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.
Page 1378 of 1503

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
Interactions
Manage Enterprise Performance Data

Page 1379 of 1503

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
Interactions
Report Balanced Scorecard, etc.

Page 1380 of 1503

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
Optional
N/A
Interactions
N/A
Page 1381 of 1503

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
Metric Definition Development

Brief Description
Characterize and maintain a Metric at high level: identification, description,
categorization, dependencies.
Page 1382 of 1503

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 thresholdcrossing 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 Measure Monitoring

Page 1383 of 1503

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
Optional
N/A
Interactions
N/A
Page 1384 of 1503

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, categories, grouping, hierarchies, and dependencies
with respect to other Metrics.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1385 of 1503

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.
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
Page 1386 of 1503

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
Metric Definition Measure Development

Brief Description
Specify the details for measuring a Metric, as well as the threshold values and thresholdcrossing rules and consequences.
Page 1387 of 1503

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: prosestyle 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
Interactions
N/A
Metric Definition Measure Threshold Specification

Page 1388 of 1503

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 threshold-crossing, applicable to a given
Metric. Metric Definition Measure Threshold Specification also specifies thresholdcrossing rules and consequences (actions to be performed, notifications to be sent).
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1389 of 1503

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 1390 of 1503

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
Page 1391 of 1503

Optional
N/A
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
Page 1392 of 1503

Mandatory
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
Page 1393 of 1503

Mandatory
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
Page 1394 of 1503

1.7.4.3 Technology Scanning
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
Page 1395 of 1503

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
Explanatory
Mandatory
Optional
Interactions
Determine Business Value of Potential Technology

Brief Description
Determine the business value of potential technology acquisitions
Explanatory
Mandatory
Optional
Interactions
Page 1396 of 1503

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
Explanatory
Mandatory
Optional
Interactions
1.7.5.3 Procurement Management
Figure 361. 1.7.5.3 Procurement Management decomposition
Procurement Management
Page 1397 of 1503

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 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
Page 1398 of 1503

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.
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
Page 1399 of 1503

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
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
Page 1400 of 1503

Interactions
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
Page 1401 of 1503

Mandatory
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
Page 1402 of 1503

Mandatory
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 1403 of 1503

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
Optional
Page 1404 of 1503

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
Optional
Page 1405 of 1503

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 1406 of 1503

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 1407 of 1503

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 1408 of 1503

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 1409 of 1503

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 1410 of 1503

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 1411 of 1503

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 1412 of 1503

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 1413 of 1503

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 1414 of 1503

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
Interactions
Page 1415 of 1503

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
Interactions
Page 1416 of 1503

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 1417 of 1503

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

Brief Description
Support people management throughout the enterprise for performance appraisal
Page 1418 of 1503

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
Support people management throughout the enterprise for occupational health and
safety
Page 1419 of 1503

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
Support people management throughout the enterprise for compensation guidelines
Explanatory
Page 1420 of 1503

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
Mandatory
Page 1421 of 1503

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
Support people management throughout the enterprise for remuneration policies,
remuneration levels
Explanatory
Mandatory
Optional
Page 1422 of 1503

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 required in the enterprises workforce and the strategies
required to make the necessary changes.
Explanatory
Page 1423 of 1503

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
Explanatory
Page 1424 of 1503

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 1425 of 1503

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 1426 of 1503

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
Facilitate development of employees to meet the needs of the business 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 1427 of 1503

Brief Description
Development of employees to meet the needs of the business through job and
employee strength profiling. These processes support both the overall enterprise and
the needs of individual business units or functions.
Explanatory
Mandatory
Optional
Interactions
Apply Succession Planning

Brief Description
succession planning. These processes support both the overall enterprise and the needs
of individual business units or functions.
Explanatory
Mandatory
Optional
Interactions
Apply Training
Page 1428 of 1503

Brief Description
Facilitate development of employees to meet the needs of the business through training
development and delivery. These processes support both the overall enterprise and the
Explanatory
Mandatory
Optional
Interactions
Apply Career Development

Brief Description
Facilitate development of employees to meet the needs of the business through career
development. These processes support both the overall enterprise and the needs of
individual business units or functions.
Explanatory
Mandatory
Optional
Interactions
Apply Work Design

Page 1429 of 1503

Brief Description
Facilitate development of employees to meet the needs of the business through work
design. These processes support both the overall enterprise and the needs of individual
business units or functions.
Explanatory
Mandatory
Optional
Interactions
Apply Employee Recruitment

Brief Description
employee recruitment. These processes support both the overall enterprise and the
Explanatory
Mandatory
Optional
Interactions
Page 1430 of 1503

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
Mandatory
Page 1431 of 1503

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 1432 of 1503

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.
Data Analytics processes uses the advanced architecture enabled through BDA tools and
Page 1433 of 1503

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
Optional
N/A
Page 1434 of 1503

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 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.
Page 1435 of 1503

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

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
Page 1436 of 1503

Data Governance
Brief Description
TBA
TBA
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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
Page 1437 of 1503

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
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
Page 1438 of 1503

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 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.
Page 1439 of 1503

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
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
Page 1440 of 1503

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
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
Page 1441 of 1503

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 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.
Page 1442 of 1503

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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
Page 1443 of 1503

Mandatory
N/A
Optional
N/A
Interactions
N/A
Modeling
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 calculation-oriented.
Page 1444 of 1503

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
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
Page 1445 of 1503

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
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
Page 1446 of 1503

1.7.8.1.4 Analytics Consumer &

Distribution Management
Figure 376. 1.7.8.1.4 Analytics Consumer & Distribution Management decomposition

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
Page 1447 of 1503

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 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.
Page 1448 of 1503

Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Manage Analytics Distribution

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
Page 1449 of 1503

1.8.1 Cataloging
Figure 377. 1.8.1 Cataloging decomposition
Cataloging
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
Page 1450 of 1503

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.
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.
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
Page 1451 of 1503

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
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
Page 1452 of 1503

Interactions
N/A
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.
Page 1453 of 1503

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
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
Page 1454 of 1503

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.
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 1455 of 1503

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 1456 of 1503

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 1457 of 1503

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
Mandatory
N/A
Page 1458 of 1503

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.
Available capacity may be related to each other. For example, quarterly available
Page 1459 of 1503

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 1460 of 1503

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
Optional
N/A
Page 1461 of 1503

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.
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.
Page 1462 of 1503

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
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.
Available capacity may be related to each other. For example, quarterly available
Page 1463 of 1503

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
Define 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.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Associate Related Available Capacity

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.
Page 1464 of 1503

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 1465 of 1503

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 1466 of 1503

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 1467 of 1503

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 1468 of 1503

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 1469 of 1503

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 1470 of 1503

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
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 1471 of 1503

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
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
Monitoring includes comparing actual capacity with what has been allocated to actual
capacity demand. It may result in identifying the need for an increase or decrease in
Page 1472 of 1503

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 1473 of 1503

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
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
Mandatory
N/A
Page 1474 of 1503

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
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

Brief Description
Monitor available actual capacity demand and provide results to the Suggest Capacity
Demand Adjustment process.
Page 1475 of 1503

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.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Page 1476 of 1503

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 impacted stakeholders.
Explanatory
N/A
Page 1477 of 1503

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.
Explanatory
N/A
Mandatory
N/A
Page 1478 of 1503

Optional
N/A
Interactions
N/A
Communicate Available Capacity and Capacity Demand Adjustments

Brief Description
Provide capacity and capacity demand adjustment notifications to impacted
stakeholders.
Communicate Available Capacity and Capacity Demand Adjustments provides capacity
and capacity demand adjustment notifications to impacted stakeholders.
Explanatory
N/A
Mandatory
N/A
Optional
N/A
Interactions
N/A
Page 1479 of 1503

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
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
Page 1480 of 1503

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 Business
Proposal, 270
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 Tools and

Processes, 1188
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
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
Assess Performance of Existing Resources, 903
Assess Performance of Existing 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
Page 1481 of 1503

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 Degradation
Report, 837
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
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 Degradation
Report, 1286
Page 1482 of 1503

Close Customer Bill Inquiry Report, 599

Close Customer Interaction, 489
Close Customer Order, 452
Close Customer Problem Report, 511, 528
Close Customer QoS Performance Degradation
Report, 544
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 Degradation
Report, 1076
Close Resource Trouble Report, 1041
Close Revenue Assurance Trouble Report, 1370
Close Service Order, 749
Close Service Performance Degradation Report,
818
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
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
Page 1483 of 1503

Coordinate Customer Bill Inquiry Analysis and

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
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 Degradation
Report, 1074, 1090
Create Resource Trouble Report, 1042, 1067
Create Revenue Assurance Trouble Report,
1366
Create Sales Proposals, 101
Create Service Orders, 769
Create Service Performance Degradation
Report, 816, 832
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
Page 1484 of 1503

Define Additional Catalog Specification

Attributes, 1453
Define Alternative/Customized Solutions, 124
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
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
Page 1485 of 1503

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
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
Matrix Cells, 359
Matrix Definition, 359
Matrix Specification Definition, 356
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
Develop Detailed Product Offering Commercial
Specifications, 311, 313
Develop Detailed Product Offering Performance
Specifications, 312
Page 1486 of 1503

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 Specifications, 904,
912
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 Specifications, 697,
706
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
Develop Marketing Communication Message,
165
Develop Marketing Communication Metrics,
170
Develop New Opportunity Concepts[DELETED],
229
Develop New Product Offering Business
Proposal, 295, 303
Develop New Product Offering Feasibility
Assessment, 305
Develop New Product Offering Opportunity
Concepts, 302
Develop New Product Specification Business
Proposal, 261
Develop New Product Specification Feasibility

Assessment, 268
Develop New Product Specification 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
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
Develop Product Offering Catalog 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
Develop Product Offering Promotion 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
Page 1487 of 1503

Develop Resource Classes, 909

Develop Resource Partnership Requirements,
851, 869
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 Requirements, 644,
663
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
Distribute Customer Problem Management
Reports & Summaries, 521
Distribute Customer Problem Notifications, 520
Distribute Customer QoS/SLA Management
Distribute Information/Data, 1033
Distribute Management and Security

Information & Data, 1025, 1032
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 Management
Distribute Sales Forecast, 87
Distribute Service Order Notification, 773
Distribute Service Problem Management
Distribute Service Problem Notifications, 806
Distribute Service Provisioning Reports, 773
Distribute Service Quality Management Reports
& Summaries, 831
Edit Billing Event, 628
Employee & Labor Relations Management, 1430
Enable Resource Data Collection & Distribution,
931, 954
Enable Resource Performance Management,
928, 942
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
Page 1488 of 1503

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
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 Degradation
Report, 1280
Escalate Party Problem Resolution, 1266
Escalate/End Customer Problem, 526
Escalate/End Customer QoS Report, 561
Escalate/End Resource Performance
Degradation Report, 1096
Escalate/End Resource Trouble, 1062
Escalate/End Service Performance Degradation
Report, 838
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, Tools and
Processes, 729
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
Page 1489 of 1503

Evaluate R&D Business Value, 1392

Evaluate Sales Forecast Outcomes, 88
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
Gain Enterprise Commitment to Product
Business plans, 204
Gain Enterprise Commitment to Resource Plans,
852, 872
Gain Enterprise Commitment to resource
strategy and resource plans, 873
Gain Enterprise Commitment to Service
Strategies, 645, 666
Gain Enterprise Commitment to 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
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
Gather & Analyze New Product Offering Ideas,
294, 300
Gather & Analyze New Product Specification
Ideas, 260, 264
Gather & Analyze New Resource Ideas, 902, 908
Gather & Analyze New Service Ideas, 695, 701
Page 1490 of 1503

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
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 capability
introduction, 662
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
Page 1491 of 1503

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 capability
introduction, 868
Identify timetables for new service capability
introduction, 662
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
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 Management
Processes, 1058
Invoke Support Service Problem Management
Processes, 797
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
Page 1492 of 1503

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
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
Page 1493 of 1503

Manage Handover to Product Operations, 208,

221
Manage Handover to Resource Operations, 879,
899
Manage Handover to Service Operations, 673,
692
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
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 Degradation
Report, 1280
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
Manage Product Offering Inventory 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
Manage Program/Project Management
Repository, 1376
Manage Program/Project Management 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
Page 1494 of 1503

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
Manage Resource Operational Staff Training,
921
Manage Resource Performance Data, 1078
Manage Resource Performance Data Collection,
946
Manage Resource Performance Data 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 Operations, 1361,
1364
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 Requirements, 875,
881
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
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
Page 1495 of 1503

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
Effectiveness, 162, 170
Monitor Party Bill Inquiry Status, 1300
Monitor Party Bill Inquiry Notifications, 1303
Monitor Party Orders Status, 1239
Monitor Party Performance, 1283
Monitor Party Performance Degradation
Report, 1286
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
Effectiveness, 290, 376
Monitor Product Offerings, 251
Monitor Resource Alarms Events, 1048
Monitor Resource Order Status, 1014
Monitor Resource Performance, 1071, 1077
Monitor Resource Performance Degradation
Report, 1088
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 Degradation
Report, 830
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
Page 1496 of 1503

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 Infrastructure
Utilization, 731
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
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
Page 1497 of 1503

Plan & Forecast Service Infrastructure

Requirements and Manage Capacity
Planning, 729
Plan & Implement Cross-Business Unit
Operation, 1316
Plan and Forecast Workforce Management,
967, 975
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 Information
& Data, 1025, 1029
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
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 Management, 286,
368
Product Offering Cataloging, 285, 363
Product Offering Development & Retirement,
258, 282
Product Offering Lifecycle Management, 283,
293
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
Page 1498 of 1503

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 Infrastructure
Utilization, 401
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
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
Page 1499 of 1503

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
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

Schedule Party Bill Inquiry Analysis and
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
Specify Service Capability Infrastructure, 684
Specify Template Agreement Party Types, 1167
Specify the Tender Process, 1119
Page 1500 of 1503

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 Management, 382,
392
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 Management, 1176,
1190
Support Party Problem Reporting &
Support Party Requisition Management, 1174,
1181
Support Party Settlements & Payments
Support Problem Handling, 385, 404
Support Product Offering Operational
Introduction, 327
Support Resource Trouble Management, 930,
949
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
Track & Manage Party Bill Inquiry Resolution,
1292, 1298
Track & Manage Party Orders, 1221, 1230
Track & Manage Party Performance Resolution,
1272, 1278
Track & Manage Party Problem Resolution,
1258, 1264
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
Track & Report Prospect, 152
Page 1501 of 1503

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
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
Page 1502 of 1503

Wrap-up Start of Product Offering Promotion,

375
Page 1503 of 1503

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Frameworx Standard

Business Process Framework

Latest Update: Frameworx Release 15.5

TM Forum 2015. All Rights Reserved.

Addendum D Process Decompositions and Descriptions

TM Forum 2015. All Rights Reserved.

Addendum D Process Decompositions and Descriptions

TM Forum 2015. All Rights Reserved.

Addendum D Process Decompositions and Descriptions

Establish Revenue Coverage Plan .......................................................................................................................85

TM Forum 2015. All Rights Reserved.

Addendum D Process Decompositions and Descriptions

Maintain Sales Inventory facilities ....................................................................................................................116

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Addendum D Process Decompositions and Descriptions

Manage Prospect ..............................................................................................................................................146

TM Forum 2015. All Rights Reserved.

Addendum D Process Decompositions and Descriptions

Develop Marketing Communication Metrics ....................................................................................................171

TM Forum 2015. All Rights Reserved.

Addendum D Process Decompositions and Descriptions

Communicate Business Plans ............................................................................................................................199

TM Forum 2015. All Rights Reserved.

Addendum D Process Decompositions and Descriptions

Maintain Product Capability Delivery Repository .............................................................................................226

TM Forum 2015. All Rights Reserved.

Addendum D Process Decompositions and Descriptions

Log Product Offering Analysis Results ...............................................................................................................254

TM Forum 2015. All Rights Reserved.

Addendum D Process Decompositions and Descriptions

Product Offering Lifecycle Management ..........................................................................................................284

TM Forum 2015. All Rights Reserved.

Addendum D Process Decompositions and Descriptions

Define Product Offering Features/Properties ...................................................................................................315

TM Forum 2015. All Rights Reserved.

Addendum D Process Decompositions and Descriptions

Define Product Offering Price Plan ....................................................................................................................343

TM Forum 2015. All Rights Reserved.

Addendum D Process Decompositions and Descriptions

Select Product Offering Promotion Delivery Channels ......................................................................................373

TM Forum 2015. All Rights Reserved.

Addendum D Process Decompositions and Descriptions

Track Third-Party Order Handling Infrastructure Deployment .........................................................................403

TM Forum 2015. All Rights Reserved.

Addendum D Process Decompositions and Descriptions

Customer Experience Maturity Assessment ......................................................................................................430

TM Forum 2015. All Rights Reserved.

Addendum D Process Decompositions and Descriptions

Track & Manage Customer Order Handling ......................................................................................................456

TM Forum 2015. All Rights Reserved.

Addendum D Process Decompositions and Descriptions

Clean-up & Archive Customer Identifying Information .....................................................................................485

TM Forum 2015. All Rights Reserved.

Addendum D Process Decompositions and Descriptions

1.3.7.1 ISOLATE CUSTOMER PROBLEM ..........................................................................................................................514

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Addendum D Process Decompositions and Descriptions

Customer QoS/SLA Management .....................................................................................................................540

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Addendum D Process Decompositions and Descriptions

Apply Pricing, Discounting, Adjustments & Rebates to Customer Account.......................................................570

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Addendum D Process Decompositions and Descriptions

Convert Customer Bill Inquiry ............................................................................................................................602