Business Process Framework R8.0

Transcription

1 R8.0 Certification Report NetCracker TOMS Suite Release 8.2 May 2011 TM Forum 2011

2 Table of Contents Table of Contents... 2 List of Tables... 3 List of Figures Introduction Executive Summary Representation of Functionality/Capability Mapping Technique Employed Assessment Scope Level 2 Scope Product Scope Self-Assessment Descriptions Level 2 Process Order Handling Level 2 Process SM&O Support & Readiness Level 2 Process Service Configuration & Activation Level 2 Process Resource Provisioning Process Conformance Process Conformance Summary Process Conformance Detailed TM Forum 2011 Page 2 of 59

3 List of Tables Table 3.1 Order Handling ( )... 9 Table 3.2 SM & O Support & Readiness ( ) Table 3.3 Service Configuration & Activation ( ) Table 3.4 Resource Provisioning ( ) Table 4.1 NetCracker TOMS Suite Detailed Process Conformance TM Forum 2011 Page 3 of 59

4 List of Figures Figure 2.1 Level 2 Scope... 7 Figure 2.2 NetCracker TOMS Suite Product Scope... 8 Figure 4.1 NetCracker TOMS Suite Process Conformance Summary TM Forum 2011 Page 4 of 59

5 1 Introduction 1.1 Executive Summary This document provides details of NetCracker s self-assessment and TM Forum s certification of NetCracker s Telecom Operations and Management Solutions (TOMS) Suite, Release 8.2 product against the TM Forum s Release Representation of Functionality/Capability NetCracker s comprehensive Product Suite has gradually adopted the TM Forum s most accepted and applicable standards, including etom, SID, and TAM, as well as OSS/J and MTOSI, to help service providers overcome challenges on the way to optimized and efficient service delivery. NetCracker s approach aligns etom (BSS/OSS) and ITIL (IT), using unified templates and workflows, allowing Network and IT to operate from a single platform. NetCracker s Suite spans all etom s vertical process groupings in both the Strategy, Infrastructure & Product, and Operations process areas. This Assessment certifies conformance to the verticals of OS&R and Fulfillment as per the scope outlined in this document. NetCracker s Product Suite covers eight critical areas of Customer Management, Product Management, Revenue Management, End-User Devices, Service Fulfillment & Assurance, IT Platforms, Resource Management, and Network Management and provides: Centralized, unified, up-to-date view of customer, product, services, resources, faults, trouble tickets, performance event history, and other important data Open, published, secure integration interfaces suitable for usage through self-service portals and partner systems outside the service provider s back office, as well as for other B/OSS and TOMS components Scalable, high-performance processing platform capable of supporting a Tier 1 load of customer requests and other related transactions with quick response time Flexible, configurable data modeling and process automation capabilities able to accommodate and quickly adjust as necessary to support a mix of multi-access, multi-device, and multi-service platform offerings Flexible, unified metadata-based approach of reusable product, service, and resource components to enable the quick creation and delivery of new service offerings, and thereby provide an important competitive advantage Advanced visualization capabilities for important data entities and relationships to speed product and service introduction, fulfillment, and assurance processes 1.3 Mapping Technique Employed L3 descriptions are analyzed by looking for implied tasks. (This is similar to how process decomposition can use Semantic Analysis.) Each task is mapped to appropriate company documentation to show how the tasks are supported. Color coded text highlighting is used as part of the process mapping whereby highlighted text indicates the level of support for a Level 3 process implied task as follows: GREEN is used to highlight key words/ key statements that are fully supported YELLOW is used to highlight key words/key statements that are partially supported GREY is used to highlight key words/key statements that are not supported TM Forum 2011 Page 5 of 59

6 No Highlighting is used for Words/statements that are Not relevant, and that are just for reference or are needed to complete the sentence. (No Process mapping is expected for those statement or words.) For any Level 3 process not presented in scope for an in-scope Level 2 process, these Level 3 out-of-scope processes are provided in the mapping table with no highlighting but with appropriate commentary as to why the Level 3 process is out of scope. Manual and Automated Support It is important to determine whether the implied task is supported by manual steps, automated steps, or a combination of both. In this document, A, M, or AM is used for each task to indicate that the step or steps is/are Automated (A), Manual (M), or Both (AM). Note: For the assessment, NetCracker illustrated the support of Business (Enterprise) services, and not Residential Mass Market services. This explains why numerous manual activities may be triggered by the solution. Some activities in etom processes are also indicated as manual. TM Forum 2011 Page 6 of 59

7 2 Assessment Scope 2.1 Level 2 Scope Figure 2.1 represents Level 2 processes (blue background) that were presented in scope for the assessment, and the textual callouts represent the modules of the NetCracker Telecom Operations and Management Solutions (TOMS) Suite that were assessed and that support the corresponding etom processes. STRATEGY, INFRASTRUCTURE & PRODUCT OPERATIONS MARKETING & OFFER MANAGEMENT SERVICE DEVELOPMENT & MANAGEMENT STRATEGY & COMMIT Market Strategy & Policy Product Offer Portfolio Planning Service Strategy & Planning INFRASTRUCTURE LIFECYCLE INFRASTRUCTURE LIFECYCLE MANAGEMENT NetCracker MANAGEMENT Customer Order Management Customer Marketing Billing Capability Management P&O Development Product Information Delivery Management Retirement Service Order Management Service Product Inventory Offer Capabiliy Service Problem Sales Development Delivery Management Service Quality Management Service Information Management Service Activation Discovery & Reconciliation Network Planning & Design Workforce Management Resource Inventory Service Capability Delivery Product Marketing Communication &Promotion Service Development & Retirement CUSTOMER RELATIONSHIP MANAGEMENT SERVICE MANAGEMENT & OPERATIONS OPERATIONS SUPPORT & READINESS CRM Support & Readiness SM&O support & Readiness FULFILLMENT Marketing Fulfillment Response Selling Order Handling Service Configuration & Activation ASSURANCE Customer Interface Management BILLING & REVENUE MANAGEMENT Bill Invoice Management Bill Payments & Receivable Problem NetCracker Handling Management Customer Order Management Customer QoS/SLA Bill Inquiry Product Information Charging Management Management Handling Service Order Management Manage Billing Retention Workforce & LoyaltyManagement Events Service Problem Management Service Quality Management Service Guiding & Mediation RESOURCE DEVELOPMENT & MANAGEMENT SUPPLY CHAIN DEVELOPMENT & MANAGEMENT Resource Strategy & Planning Supply Chain Strategy & Planning Resource Capability Delivery Resource Development & Retirement NetCracker Service Order Management Service Inventory Service Information Management Service Activation Workforce Supply Chain Management Capability Supply Chain Development Resource Delivery Inventory & Change Management RESOURCE MANAGEMENT & OPERATIONS SUPPLIER/PARTNER RELATIONSHIP MANAGEMENT RM&O Support & Readiness Manage Workforce S/PRM Support & Readiness Resource Provisioning S/P Requisition Management Resource NetCracker Trouble Management Customer Order Management Resource Mediation & Product Information Management Reporting Resource Performance Service Order Management Management Service Inventory S/P Interface Service Management Information Management Service Activation Workforce Management S/P Problem Resource & Inventory S/P Settlement & Management Payments Management S/P Performance Management S/P Interface Management ENTERPRISE MANAGEMENT Strategic & Enterprise Planning Enterprise Risk Management Enterprise Effectiveness Management Knowledge and Research Management Financial and Asset Management Stakeholder & External Relations Management Human Resource Management Figure 2.1 Level 2 Scope TM Forum 2011 Page 7 of 59

8 2.2 Product Scope Error! Reference source not found. represents the NetCracker Telecom Operations and Management Solutions (TOMS) Suite, Release 8.2 processes. The processes that were presented in scope are shown with blue borders. The textual callouts represent the TM Forum Level 2 processes that were assessed and that are supported by NetCracker s domain areas. Figure 2.2 NetCracker TOMS Suite Product Scope TM Forum 2011 Page 8 of 59

9 3 Self-Assessment Descriptions 3.1 Level 2 Process Order Handling Table 3.1 Order Handling ( ) Order Handling Alignment Mapping Comment Determine Customer Order Feasibility Enterprise Customer Request for Service: Part 1 (Customer Order Handling) Brief description Check the availability and/or the feasibility of providing and supporting standard and customized product offerings where specified to a customer. AM (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Customer Order Feasibility Check, Abstract) Extended description 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. AM (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Customer Order Feasibility Check, Abstract) These processes invoke requests to SM&O provisioning processes to determine the availability and supportability of product offerings to a customer. AM (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Customer Order Feasibility Check, Step 4) These processes are also responsible for determining whether the offering can be supported by other CRM processes. AM (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Customer Order Feasibility Check, Step 2) TM Forum 2011 Page 9 of 59

10 Authorize Credit Enterprise Customer Request for Service: Part 1 (Customer Order Handling) Brief description Assess a customer's credit worthiness in support of managing customer risk and company exposure to bad debt. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Customer Credit Authorization, Abstract) Extended description The purpose of the Authorize Credit processes is to assess a customer s credit worthiness in support of managing customer risk and company exposure to bad debt. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Customer Credit Authorization, Abstract) 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. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Customer Credit Authorization, Steps 1 3) Track & Manage Customer Order Handling Enterprise Customer Request for Service: Part 1 (Customer Order Handling) Brief description Ensure that customer provisioning activities are assigned, managed, and tracked efficiently to meet the agreed committed availability date. AM (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Customer Order Orchestration and Monitoring, Abstract) Extended description The objective of the Track & Manage Customer Order Handling processes is to ensure that customer provisioning activities are assigned, managed, and tracked efficiently to meet the agreed committed availability date. AM (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Customer Order Orchestration and Monitoring, Abstract) Responsibilities of these processes include, but are not limited to: Scheduling, assigning, and coordinating customer provisioning-related activities; AM (Enterprise Customer Request for Service: Part 1 TM Forum 2011 Page 10 of 59

11 (Customer Order Handling): Customer Order Orchestration and Monitoring, Steps 1 3; Creation of Customer Order, Step 12) Generating the respective service order creation request(s) to Issue Service Orders based on specific customer orders; A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Customer Order Orchestration and Monitoring, Step 2) Escalating status of customer orders in accordance with local policy; A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Customer Order Orchestration and Monitoring, Steps 3.2 and 3.3) Undertaking necessary tracking of the execution process; A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Customer Order Orchestration and Monitoring, Step 4 and 3.1) Adding additional information to an existing customer order; AM (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Creation of Customer Order, Steps 3 and 5) Modifying information in an existing customer order; A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Creation of Customer Order, Steps 7.2 and 9) Modifying the customer order status; A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Closure of Customer Order, Steps 5, 9, and 9.1) Canceling a customer order when the initiating sales request is cancelled; A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Closure of Customer Order, Step 9.2) Monitoring the jeopardy status of customer orders, and escalating customer orders as necessary; A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Customer Order Orchestration and Monitoring, Steps 3.3 and 3.4) Indicating completion of a customer order by modifying the customer order status. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Closure of Customer Order, Step 5.1) Note that some specific product components may be delivered directly by suppliers/partners. In these cases the Track & Manage Customer Order Handling process is responsible for initiating requests, through S/P TM Forum 2011 Page 11 of 59

12 Requisition Management for the delivery by the supplier/partner of the specific product components. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Customer Order Orchestration and Monitoring, Step 1) TM Forum 2011 Page 12 of 59

13 Complete Customer Order Enterprise Customer Request for Service: Part 1 (Customer Order Handling) Brief description Manage customer information and interactions after customer contracts or associated service orders have been finalized and during the order completion phase. AM (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Closure of Customer Order, Abstract) Extended description 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. AM (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Closure of Customer Order, Abstract) The customer may participate in commissioning or end-to-end testing and then satisfactory delivery. AM (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Closure of Customer Order, Step 2) The customer is trained in the functionality and benefits of the solution. AM (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Closure of Customer Order, Step 3) These processes are responsible for ensuring that any customer information required by other CRM processes is updated as part of the customer order completion. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Closure of Customer Order, Step 4) Issue Customer Orders Enterprise Customer Request for Service: Part 1 (Customer Order Handling) Brief description Issue correct and complete customer orders. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Creation of Customer Order, Abstract) TM Forum 2011 Page 13 of 59

14 Extended description The purpose of the Issue Customer Orders processes is to issue correct and complete customer orders. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Creation of Customer Order, Abstract) These processes ensure that all necessary information about the Customer Order (for example, type of product, install address, special requirements, etc.) is available. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Creation of Customer Order, Step 3) 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). A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Creation of Customer Order, Step 1),may arise as a result of requests for customer provisioning activity to satisfy customer problem restoration activities.) A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Creation of Customer Order, Step 1.1),may arise to alleviate customer performance issues, A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Creation of Customer Order, Step 1.2). 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. AM (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Creation of Customer Order, Steps 2 and 3). The issued customer order may require a feasibility assessment. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Creation of Customer Order, Step 6), may require new provisioning activities A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Creation of Customer Order, Step 8), may require a change to a previously issued customer order AM (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Creation of Customer Order, Step 7.2), TM Forum 2011 Page 14 of 59

15 or may require cancellation of a previously initiated customer order AM (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Creation of Customer Order, Step 7.1). The customer order may also relate to the cancellation of previously purchased specific services AM (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Creation of Customer Order, Step 7.3). 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. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Creation of Customer Order, Steps 11 and 4) 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. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Creation of Customer Order, Steps 11.2 and 4) Where the initiating request for a purchased product offering has special or unusual requirements, and a specific feasibility assessment has not been previously undertaken, this process marks the issued customer order as requiring special handling, and passes management for further processing to the Track & Manage Customer Order Handling process. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Creation of Customer Order, Steps 11.3 and 4) The orchestration, if required, and tracking of the customer order progress is the responsibility of the Track & Manage Customer Order Handling processe.s A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Creation of Customer Order, Step 12; Customer Order Orchestration and Monitoring, Abstract, Step 1) TM Forum 2011 Page 15 of 59

16 Report Customer Order Handling Enterprise Customer Request for Service: Part 1 (Customer Order Handling) Brief description Monitor the status of customer orders, provide notifications of any changes, and provide management reports. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Closure of Customer Order, Abstract, Note 2; Customer Order Orchestration and Monitoring, Step 4) Extended description 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. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Closure of Customer Order, Abstract, Note 2; Customer Order Orchestration and Monitoring, Step 4) 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. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Customer Order Orchestration and Monitoring, Step 3.2; Closure of Customer Order, Abstract) 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. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Customer Order Orchestration and Monitoring, Steps 4 and 5, Abstract; Closure of Customer Order, Note 2) Close Customer Enterprise Customer Request for Service: Brief description TM Forum 2011 Page 16 of 59

17 Order Part 1 (Customer Order Handling) Close a customer order when the customer provisioning activities have been completed. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Closure of Customer Order, Step 9) Extended description The objective of the Close Customer Order processes is to close a customer order when the customer provisioning activities have been completed. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Closure of Customer Order, Step 9) 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. A (Enterprise Customer Request for Service: Part 1 (Customer Order Handling): Closure of Customer Order, Step 8) TM Forum 2011 Page 17 of 59

18 3.2 Level 2 Process SM&O Support & Readiness Table 3.2 SM & O Support & Readiness ( ) SM&O Support & Readiness Alignment Mapping Comment Manage Service Inventory _NC_Order Management Overview.docx Service Inventory.doc 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. AM (Service Inventory.doc: Page 5, Introduction to Service Inventory ; Page 40, Note 2; Page 80, Note 5; Page 82, Notes 6 and 7) Extended Description 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, AM (Service Inventory.doc: Page 5, Introduction to Service Inventory ) and monitor and report on the usage and access to the service inventory, and the quality of the data maintained in it. A (Service Inventory.doc: Page 40, Note 2; Page 80, Note 5; Page 82, Notes 6 and 7) The service inventory maintains records of all service infrastructure and service instance configuration, version, and status details. A (Service Inventory.doc: Page 6, Note 1) It also records test and performance results and any other service-related information required to support SM&O and other processes. A ( _NC_Order Management Overview.docx: Page 53, Note 9) 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. A ( _NC_Order Management TM Forum 2011 Page 18 of 59

19 Enable Service Configuration & Activation _NC_Order Management Overview.docx Overview.docx: Page 52, Note 8) Responsibilities of these processes include, but are not limited to: - Identifying the inventory-relevant information requirements to be captured for service infrastructure and service instances; AM (Service Inventory.doc: Page 51, Note 4) - Identifying, establishing, and maintaining service inventory repository facilities; AM (Service Inventory.doc: Page 82, Note 7) - Establishing and managing the service inventory management and information capture processes; AM (Service Inventory.doc: Page 46, Note 3) - Managing the registration and access control processes that enable processes to create, modify, update, delete, and/or download service data to and from the service inventory; AM (Service Inventory.doc: Page 80, Note 5) - Ensuring that the service inventory repository accurately captures and records all identified service infrastructure and service instance details, through use of automated or manual audits; AM ( _NC_Order Management Overview.docx: Page 65, Note 21) - Tracking and monitoring the usage of, and access to, the service inventory repository and associated costs, and reporting on the findings; and AM (Service Inventory.doc: Page 40, Note 2; Page 80, Note 5) - Identifying any technical-driven shortcomings of the service inventory repository, and providing input to Resource Development & Management processes to rectify these issues. A (Service Inventory.doc: Page 82, Note 6) Brief Description Planning and deployment of service infrastructure, and for ensuring availability of sufficient service infrastructure to support the Service Configuration & Activation processes. AM ( _NC_Order Management Overview.docx: Page 65, Note 21) Extended Description 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. AM TM Forum 2011 Page 19 of 59

20 ( _NC_Order Management Overview.docx: Page 65, Note 21) The responsibilities of these processes include, but are not limited to: - forecasting at an operational level, service infrastructure volume requirements and run-out timeframes; A ( _NC_Order Management Overview.docx: Page 57, Note 12) - the capacity planning associated with the deployment of new and/or modified service infrastructure; A ( _NC_Order Management Overview.docx: Page 73, Note 24) - establishment and monitoring of organizational arrangements to support deployment and operation of new and/or modified service infrastructure; AM ( _NC_Order Management Overview.docx: Page 80 Note 29) - creation, deployment, modification, and/or upgrading of service infrastructure deployment support tools (including Service Inventory) and processes for new and/or modified service infrastructure; AM ( _NC_Order Management Overview.docx:, Page 17, Note 3) - development and promulgation of service infrastructure capacity deployment rules and controls; A ( _NC_Order Management Overview.docx: Page 57, Note 14) - authoring, reviewing, and approving operational procedures developed by Service Development & Management processes prior to service infrastructure deployment; AM ( _NC_Order Management Overview.docx: Page 75, Note 27) - 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; A ( _NC_Order Management Overview.docx: Page 74, Note 26) - detecting service infrastructure operational limitations and/or deployment incompatibilities and providing requirements to address these aspects to Service Development & Management processes; A ( _NC_Order Management Overview.docx: Page 58, Note 15) - co-ordination and rollout, in accordance with approved plans, of the approved new and/or modified service infrastructure; A ( _NC_Order Management Overview.docx: Page 13, Note 1) - monitoring capacity utilization of deployed service infrastructure to provide early detection of potential service infrastructure shortfalls; A ( _NC_Order Management Overview.docx: Page 59, Note 16) - reconfiguration and re-arrangement of under-utilized deployed TM Forum 2011 Page 20 of 59

21 Support Service Problem Management _NC_Service Assurance Overview.docx service infrastructure; AM ( _NC_Order Management Overview.docx: Page 74, Note 25 - managing recovery and/or removal of obsolete or unviable service infrastructure; AM ( _NC_Order Management Overview.docx: Page 53, Note 10) - reporting on deployed service infrastructure capacity; A ( _NC_Order Management Overview.docx: Page 59, Note 16) - 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; A ( _NC_Order Management Overview.docx: Page 29, Note 4 and Page 55, Note 11) - establishing and managing service provisioning notification facilities and lists to support the Service Configuration & Activation notification and reporting processes; AM ( _NC_Order Management Overview.docx: Page 48, Note 5) - updating the Service Inventory of any changes to the available service infrastructure capacity. A ( _NC_Order Management Overview.docx: Page 60, Note 18) Brief Description Assist Service Problem Management processes by proactively undertaking statistically driven preventive and scheduled service infrastructure maintenance activities and monitoring, managing, and reporting on the capability of the Service Problem Management processes. A ( _NC_Service Assurance Overview.docx: Page 17, Note 9) Extended Description The responsibilities of the Support Service Problem Management processes are twofold: assist Service Problem Management processes by proactively undertaking statistically driven preventive and scheduled service infrastructure maintenance activities and monitoring, managing, and reporting on the capability of the Service Problem Management processes. A ( _NC_Service Assurance Overview.docx: Page 17, Note 9) These processes are responsible for ensuring that the service infrastructure is working effectively and efficiently. Responsibilities of these processes include, but are not limited to: TM Forum 2011 Page 21 of 59

22 Enable Service Quality Management _NC_Service Assurance Overview.docx - Extracting and analyzing, including undertaking trend analysis, historical and current service instance problem reports and performance reports to identify potential service infrastructure or service instances requiring proactive maintenance and/or replacement; A ( _NC_Service Assurance Overview.docx: Page 19, Note 11) - Requesting scheduling of additional service instance data collection to assist in the analysis activity; A ( _NC_Service Assurance Overview.docx: Page 12, Note 8) - Requesting scheduling of service instance performance testing to assist in analysis activity; A ( _NC_Service Assurance Overview.docx: Page 12, Note 7) - Developing and managing service infrastructure and service instance proactive maintenance programs; A ( _NC_Service Assurance Overview.docx: Page 5, Note 1; Page 38, section Planned Maintenance and Outage) - Requesting service provisioning activity to prevent anticipated service problems associated with capacity limitations identified in the analysis activities; A ( _NC_Service Assurance Overview.docx: Page 45, Note 29) - Reporting outcomes of trend analysis to Service Development & Management processes to influence new and/or modified service infrastructure development; A ( _NC_Service Assurance Overview.docx: Page 21, Note 14) - Tracking and monitoring 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; A ( _NC_Service Assurance Overview.docx: Page 10, Note 6) - Establishing and managing service problem notification facilities and lists to support the Service Problem Management notification and reporting processes. AM ( _NC_Service Assurance Overview.docx: Page 25, Note 16 and Page 24, Note 15) 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. AM ( _NC_Service Assurance Overview.docx: Page 18, Note 10) TM Forum 2011 Page 22 of 59

23 Extended Description The responsibilities of the Enable Service Quality Management processes are twofold: support Service Quality Management processes by proactively monitoring and assessing service infrastructure performance, and monitoring, managing, and reporting on the capability of the Service Quality Management processes. Proactive management is undertaken using a range of performance parameters, whether technical, time, economic, or process related. AM ( _NC_Service Assurance Overview.docx: Page 18, Note 10) The responsibilities of the processes include, but are not limited to: - Undertaking proactive monitoring regimes of service infrastructure as required to ensure ongoing performance within agreed parameters over time; AM ( _NC_Service Assurance Overview.docx: Page 6, Note 2) - Developing and maintaining a repository of acceptable performance threshold standards for service instances to support the Service Quality Management processes; AM ( _NC_Service Assurance Overview.docx: Page 29, Note 19) - Undertaking trend analysis, and producing reports, of the performance of service infrastructure to identify any longer term deterioration; A ( _NC_Service Assurance Overview.docx: Page 20, Note 12 and Note 13) - 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; AM ( _NC_Service Assurance Overview.docx: Page 48, Note 30) - Sourcing details relating to service instance performance and analysis from the service inventory to assist in the development of trend analyses; A ( _NC_Service Assurance Overview.docx: Page 29, Note 20) - Logging the results of the analysis into the service inventory repository; A ( _NC_Service Assurance Overview.docx: Page 20, Note 13) - 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 TM Forum 2011 Page 23 of 59

24 Support Service & Specific Instance Rating _NC_Order Management Overview.docx additional data to support service instance performance analysis; A ( _NC_Service Assurance Overview.docx: Page 27, Note 18 and Page 26, section KPI Inventory) - Establishing and managing facilities to support management of planned service infrastructure and service instance outages; AM ( _NC_Service Assurance Overview.docx: Page 38, Note 25) - Establishing, maintaining, and managing the testing of Service Quality control plans to cater for anticipated service quality disruptions; AM ( _NC_Service Assurance Overview.docx: Page 7, Note 3) - 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.; A ( _NC_Service Assurance Overview.docx: Page 7, Note 4) - Tracking and monitoring 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; A ( _NC_Service Assurance Overview.docx: Page 9, Note 5) - Establishing and managing service quality notification facilities and lists to support the Service Quality Management notification and reporting processes; AM ( _NC_Service Assurance Overview.docx: Page 24, Note 15 and Page 25, Note 16) and - Supporting the Support Customer QoS/SLA Management process. A ( _NC_Service Assurance Overview.docx: Page 42, Note 27) Brief Description Ensure that rating and tariff information is maintained for each service class, for use by Service & Specific Instance Rating. A ( _NC_Order Management Overview.docx: Page 39, Note 30 and section Pricing Engine) Extended Description The purpose of the Support Service & Specific Instance Rating processes is to ensure that rating and tariff information is maintained for each service class, for use by Service & Specific Instance Rating. A ( _NC_Order Management Overview.docx: Page 39, Note 30 and section Pricing Engine) They are also responsible for the TM Forum 2011 Page 24 of 59

25 processing of this information related to administration of the services. A ( _NC_Order Management Overview.docx: Page 40, Note 31) TM Forum 2011 Page 25 of 59

26 3.3 Level 2 Process Service Configuration & Activation Table 3.3 Service Configuration & Activation ( ) Service Configuration & Activation Alignment Mapping Comment Design Solution - NC BSIS Implementation Study; - Enterprise Customer Request for Service: Part 2 (Service Order Processing) Brief description Develop an end-to-end service design which complies with a particular customer s requirement. AM (NC BSIS Implementation Study: Chapter 1- Introduction) Extended description The purpose of the Design Solution processes is to develop an end-end service design which complies with a particular customer s requirement. AM (NC BSIS Implementation Study: Chapter 1- Introduction) These processes are invoked when a customer order requires special or unusual end-end service arrangements, which are not able to be satisfied using standard service arrangements. AM (NC BSIS Implementation Study: Sales, Step A) These processes may be invoked as part of a service feasibility assessment, or as a result of a confirmed customer order. A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Creation of Service Orders, Step 4.2; Feasibility Check & Pre-Provisioning, Step 1.2) The responsibility of these processes include, but are not limited to: - Developing an overall service solution design for a particular customer, including customer premises equipment, operational methods, resource assignment and pre-order feasibility; AM (NC BSIS Implementation Study: Design, Solution Coordinator and Sales (A-C); Design) - Developing an implementation plan considering training and operational support measures and needs, such as the proper parameter information for the Service Quality Management process; AM TM Forum 2011 Page 26 of 59

27 (NC BSIS Implementation Study: Design PM (B)) - Consideration of current and future service and underlying resources infrastructure, as well as expected solution results, budget, duration and risks; AM (NC BSIS Implementation Study: Design, PM (B)) - Consideration of the time schedule according with customer requirements; AM (NC BSIS Implementation Study: PM (A, C)) - Ensure service and provisioning efficiency; AM (NC BSIS Implementation Study: Sales (B), PM (B)) - Undertaking a business assessment, ensuring an appropriate timeto-revenue as a result of the service and underlying resource investment; and AM (NC BSIS Implementation Study: PM (B)) - Developing a detailed design identifying the relevant service orders to be issued to the Implement, Configure & Activate process and the Allocate Specific Service Parameters to the Services processes. AM (NC BSIS Implementation Study: Ordering(B-H)) 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. A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Feasibility Check & Pre-Provisioning, Step 1.2) These processes invoke requests to RM&O provisioning processes to determine the availability of suitable specific resources A (NC BSIS Implementation Study: Sales (D)), or to suppliers/partners through the S/PRM process in the event that the service design requires either the inclusion of outsourced or partner provided specific services. A (NC BSIS Implementation Study: Solution Coordinator and Sales (B, C), Ordering (B); (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Feasibility Check & Pre-Provisioning, Step 1.2)) Allocate Specific Service Parameters to Services - Enterprise Customer Request for Service: Part 2 (Service Order Processing) Brief description Issue service identifiers for new services. A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Feasibility Check & Pre-provisioning, Abstract) TM Forum 2011 Page 27 of 59

28 Detailed description The purpose of the Allocate Specific Service Parameters to Services processes is to issue service identifiers for new services. A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Feasibility Check & Pre-provisioning, Abstract) 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. A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Feasibility Check & Pre-provisioning, Steps 1.1, 1.2.1, 1.2.2) 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. A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Feasibility Check & Pre-provisioning, Steps 1.2.3, 2.2) These processes are responsible for creating a response to the initiating processes with respect to the feasibility assessment. A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Feasibility Check & Pre-provisioning, Step 1.2.7) Where the Allocate Specific Service Parameters to Services processes are requested by a service order issued in response to a confirmed customer order, these processes are responsible for allocating the specific service parameters required to satisfy the initiating service order. A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Feasibility Check & Pre-provisioning, Step 2) Any previously reserved specific service parameters are marked as allocated. A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Feasibility Check & Pre-provisioning, Step 2.1) Track & Manage Service Provisioning - NC BSIS Implementation Brief description Ensure service provisioning activities are assigned, managed, and TM Forum 2011 Page 28 of 59

29 Study; - Enterprise Customer Request for Service: Part 2 (Service Order Processing) tracked efficiently. A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Feasibility Check & Preprovisioning, Steps 1.1, 1.2.3, 1.2.5, and 2.1; Service Provisioning, Steps 1-6) Detailed description The objective of the Track & Manage Service Provisioning processes is to ensure that service provisioning activities are assigned, managed, and tracked efficiently. A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Feasibility Check & Pre-provisioning, Steps 1.1, 1.2.3, 1.2.5, and 2.1; Service Provisioning, Steps 1-6) Responsibilities of these processes include, but are not limited to: - Scheduling, assigning and coordinating service provisioning related activities; A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Provisioning, Steps and 4) - Generating the respective resource order creation request(s) to Issue Resource Orders based on specific service orders; A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Provisioning, Step 3) - Escalating status of service orders in accordance with local policy; A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Provisioning, Step 4.2) - Undertaking necessary tracking of the execution process; A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Provisioning, Step 4.3) - Adding additional information to an existing service order; A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Pre-Provisioning, Step 1.1) - Modifying information in an existing service order; AM (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Pre-Provisioning, Step 1.2.5) - Modifying the service order status; A (2.2.3 Service Pre- Provisioning, Step and 2.1; Service Provisioning, Step 6; Test Service Step 9; Closure of Service Orders, Steps 1, 2) - Canceling a service order when the initiating customer order is cancelled; A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Closure of Customer Order, Step 1) TM Forum 2011 Page 29 of 59

30 - Monitoring the jeopardy status of service orders, and escalating service orders as necessary; A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Provisioning, Step 4.3) and - Indicating completion of a service order by modifying the service order status. A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Closure of Service Orders, Step 1) 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. A (NC BSIS Implementation Study: Solution Coordinator and Sales (B, C), Ordering (B)); Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Provisioning, Step 2) - Enterprise Customer Request for Service: Part 2 (Service Order Processing) Brief description Implement, configure, and activate the specific services allocated against an issued service order. A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Provisioning, Abstract) Detailed description Implement, Configure & Activate Service The purpose of the Implement, Configure & Activate Service processes is to implement, configure, and activate the specific services allocated against an issued service order. A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Provisioning, Abstract) These processes are responsible for, but not limited to: - Assessing and planning the approach to be undertaken for implementation, configuration, and activation; A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Provisioning, Step 1) - Re-using standard implementation, configuration, and activation processes applicable to specific services; A (Enterprise Customer Request for Service: Part 2 (Service Order Processing): Service Provisioning, Steps 1-3) - Implementing, configuring, and reconfiguring specific services, TM Forum 2011 Page 30 of 59