Enhanced Telecom Operations Map® \(eTOM\) GB921 V Guide For E TOM And ITIL Practitioners R6 0 V6 1

GB921-V_Guide%20for%20eTOM%20and%20ITIL%20Practitioners_R6-0_V6-1

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Enhanced Telecom Operations Map®

(eTOM)

The Business Process Framework

For The Information and Communications Services Industry

Application Note V:

An Interim View of an Interpreter’s Guide for eTOM and ITIL

Practitioners

Release 6.0

GB921 V

Member Evaluation Version 6.1 November 2005

 TeleManagement Forum 2005

Enhanced Telecom Operations Map® (eTOM)

Notice

The TeleManagement Forum (“TM Forum”) has made

every effort to ensure that the contents of this

document are accurate. However, no liability is

accepted for any errors or omissions or for

consequences of any use made of this document.

This document is a draft working document of TM

Forum and is provided to its members solely for formal

comments and evaluation. It is not a Forum Approved

Document and is solely circulated for the purposes of

assisting TM Forum in the preparation of a final

document in furtherance of the aims and mission of

TM Forum. Any use of this document by the recipient

is at its own risk. Under no circumstances will TM

Forum be liable for direct or indirect damages or any

costs or losses resulting from the use of this document

by the recipient.

Members of TM Forum are granted limited copyright

waiver to distribute this document within their

companies. They may not make paper or electronic

copies for distribution outside their companies. The

only purpose of the provision of this draft document to

members is for making formal comments thereon to

TM Forum.

This document may involve a claim of patent rights by

one or more TM Forum members, pursuant to the

agreement on Intellectual Property Rights between

TM Forum and its members, and by non-members of

TM Forum.

Direct inquiries to the TM Forum office:

240 Headquarters Plaza

East Tower – 10th Floor

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Tel No. +1 973 944 5100

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TM Forum Web Page: www.tmforum.org

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Table of Contents

NOTICE .......................................................................................................................................................................2

TABLE OF CONTENTS ............................................................................................................................................3

TABLE OF FIGURES AND TABLES ......................................................................................................................5

EXECUTIVE SUMMARY .........................................................................................................................................6

INTRODUCTION .......................................................................................................................................................8

PLAN OF DOCUMENT.............................................................................................................................................9

BACKGROUND TO THIS WORK.........................................................................................................................10

GOALS AND BUSINESS CONTEXT.....................................................................................................................11

THE GOALS OF TMF AND ITSMF .............................................................................................................................11

TMF.....................................................................................................................................................................11

ItSMF...................................................................................................................................................................12

HISTORY AND BUSINESS CONTEXT OF ETOM AND ITIL..........................................................................................13

eTOM...................................................................................................................................................................13

ITIL......................................................................................................................................................................13

APPROACHES AND DISTINCTIONS .............................................................................................................................14

eTOM...................................................................................................................................................................14

ITIL......................................................................................................................................................................14

SERVICE MANAGEMENT IN ITIL .....................................................................................................................16

SERVICE SUPPORT ....................................................................................................................................................16

Service Desk ........................................................................................................................................................17

Incident Management ..........................................................................................................................................17

Problem Management..........................................................................................................................................17

Configuration Management.................................................................................................................................17

Change Management...........................................................................................................................................17

Release Management...........................................................................................................................................18

SERVICE DELIVERY ..................................................................................................................................................19

Service Level Management..................................................................................................................................20

Financial Management for IT Services ...............................................................................................................20

Capacity Management.........................................................................................................................................20

IT Service Continuity Management .....................................................................................................................20

Availability Management.....................................................................................................................................20

APPLICATION MANAGEMENT ...................................................................................................................................20

BUSINESS VIEW OF A COMBINED PROCESS APPROACH .........................................................................22

TERMINOLOGY......................................................................................................................................................23

PROCESS ELEMENT MAPPING..........................................................................................................................24

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COMPARISON OF ITIL PROCESSES WITH ETOM LEVEL 2 PROCESSES .......................................................................29

PROCESS FLOWS ...................................................................................................................................................38

DIAGRAMMING CONVENTIONS .................................................................................................................................39

HANDLING ITIL PROCESS FLOWS .............................................................................................................................40

CHANGE MANAGEMENT...........................................................................................................................................41

Goal.....................................................................................................................................................................41

Change Management as a policy.........................................................................................................................41

Change Management applied to specific situations ............................................................................................42

SCENARIO 1 CHANGE MANAGEMENT (SOFTWARE RELEASE) ...................................................................................42

INCIDENT MANAGEMENT .........................................................................................................................................45

Context.................................................................................................................................................................46

SCENARIO 1: INCIDENT MANAGEMENT (INFRASTRUCTURE FAILURE, INTERNAL ESCALATION)................................46

Pre conditions......................................................................................................................................................47

Post conditions ....................................................................................................................................................47

SCENARIO 2: INCIDENT MANAGEMENT SERVICE REQUEST (STANDARD PRE-APPROVED CHANGES).........................49

Pre conditions......................................................................................................................................................49

Post conditions ....................................................................................................................................................49

NEXT STEPS AND OTHER ISSUES .....................................................................................................................51

FURTHER WORK .......................................................................................................................................................51

STANDARDS FOR IT SERVICE MANAGEMENT (BS15000, AS8018, ISO20000 INTERNATIONAL STANDARD) ..........51

ITSMF......................................................................................................................................................................52

Certification.........................................................................................................................................................52

ITIL in the international context..........................................................................................................................52

ANNEX 1: TERMINOLOGY ..................................................................................................................................53

ETOM AND ITIL TERMINOLOGY..............................................................................................................................53

ANNEX 2: CORRELATION TABLE ETOM / ITIL INCIDENT MANAGEMENT.........................................65

ANNEX 3: A COMBINED ETOM AND ITIL PROCESS APPROACH ............................................................68

CUSTOMER ORIENTED BUSINESS VIEW......................................................................................................................68

ICSP INTERNAL ORIENTED BUSINESS VIEW ..............................................................................................................69

ADMINISTRATIVE APPENDIX............................................................................................................................71

ACKNOWLEDGEMENTS .............................................................................................................................................71

ABOUT THIS DOCUMENT...........................................................................................................................................71

DOCUMENT LIFE CYCLE...........................................................................................................................................71

TIME STAMP .............................................................................................................................................................72

HOW TO OBTAIN A COPY...........................................................................................................................................72

HOW TO COMMENT ON THE DOCUMENT....................................................................................................................72

DOCUMENT HISTORY ...............................................................................................................................................72

Version History....................................................................................................................................................72

Release History....................................................................................................................................................73

SUMMARY OF CHANGES IN THIS VERSION................................................................................................................73

REFERENCES ............................................................................................................................................................74

RELATED OR SOURCE DOCUMENTS ..........................................................................................................................74

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Table of Figures and Tables

Figure 1: ITIL Service Support Diagram (© OGC) ..............................................................................16

Figure 2: ITIL Service Delivery Diagram (© OGC) ..............................................................................19

Figure 3: Relationship between Service & Application Management .............................................. 21

Figure 4: eTOM L2 Operations processes and ITIL processes ........................................................ 25

Figure 5: eTOM L2 Strategy, Infrastructure & Product processes and ITIL processes.................. 26

Figure 6: eTOM L2 Enterprise Management processes and ITIL processes................................... 27

Table 1: Comparison of ITIL processes with eTOM level 2 processes ............................................ 37

Figure 7: Change Management – Software Release (part 1)............................................................. 44

Figure 8: Change Management – Software Release (part 2)............................................................. 45

Figure 9: Incident Management - Infrastructure failure (internal escalation) .................................. 48

Figure 10: Incident Management Service Request (standard pre-approved changes) .................. 50

Figure A3/1: Value of an eTOM-ITIL combined process environment ............................................. 69

Figure A3/2 – Split versus combined process environment............................................................. 70

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Executive Summary

This document stands as an Application Note attached to the "Enhanced Telecom

Operations Map® (eTOM) The Business Process Framework for the Information and

Communications Services Industry", GB921. It addresses how eTOM process

elements and flows can be used to support the processes identified in the IT

Infrastructure Library (ITIL) developed outside of TM Forum. This document

represents a status report of “work in progress” as it is intended to describe further

areas of ITIL along the lines set out here, but at this stage only part of the ITIL space

has been analyzed in this way. It is intended to extend the analysis and

representation to the other ITIL processes for Service Support and Service Delivery.

The work has been done with reference to ITIL v2.

This document is intended to provide users of either eTOM or ITIL with an overview of

how the eTOM and ITIL processes can be related, and information on mapping from

one view to the other. It builds upon the previous TMF document GB921L, extending

analysis to Level 3 of eTOM, with detailed process flows for the ITIL Change

Management and Incident Management processes.

The background to the work is explained and the roles of the industry associations

TMF and itSMF are set out. Then the history and business context of the eTOM and

ITIL are explained, together with a summary of the similarities and differences of the

two approaches. A description of the ITIL approach to Service Management is

included. Differences in terminology between ITIL and eTOM are highlighted.

Diagrams are included to illustrate the mappings between the two frameworks,

addressing Change Management and Incident Management in this release. Detailed

process flows for these are included, showing how eTOM process elements

correspond to the ITIL process.

An approach to the combination of ITIL and eTOM in a business environment is also

presented.

Finally, issues of standardization and certification are noted. Annexes contain detailed

mappings and terminology comparisons.

This document is a replacement to GB921L, a publication of the TMF (Tele

Management Forum) and a supplement to the IT Infrastructure Library, publications of

the itSMF (IT Service Management Forum).

From the TM Forum and eTOM perspective, this document should be read in

conjunction with the main GB921 document, and other Addenda (see GB921 for

 ITIL is a registered trade mark of OGC – the UK Office of Government Commerce

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details). The previously-published GB921L (eTOM-ITIL Application Note) provided an

earlier view of eTOM-ITIL interaction and is superseded by GB921V; GB921V

incorporates relevant material from GB921L. GB921V represents the current direction

of thinking on the eTOM-ITIL relationship.

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Introduction

This document is intended to provide users of either eTOM or ITIL (or potential users

for either or both of these) with an overview of how the eTOM and ITIL processes can

be related, and information on mapping from one view to the other.

The document is an interim report from the team, showing work in progress, and is

intended to show the analysis carried out and to invite comments on the approach

taken. Thus, the approach taken to the analysis is general, and the form of the

detailed artifacts for each process is still to be decided.

It should be stated clearly to begin with, that the analysis carried out supports the

understanding that these two perspectives are compatible, and that a common,

integrated view can be derived, so that either an eTOM-based or an ITIL-based

solution can be understood in terms of the other perspective. This analysis is ongoing

and so final results have not been developed in all areas as yet, but the general

direction of the work done gives good grounds for optimism that no serious conflicts

will arise in bringing together the two views.

It is important in looking at this, to recognize that the two areas of work are not

attempting to address exactly the same scope. The eTOM provides a top-down

hierarchical view of business processes across the whole enterprise and does not

itself address how these processes are supported by automated or human action (this

is however addressed in the wider NGOSS program of the TM Forum). The ITIL

processes represent flows in a number of key operational areas, with a strong

orientation towards how these processes will map onto IT support environments.

Thus, the scope of ITIL is on a part of the enterprise business space, while eTOM

looks more widely, but it focuses more directly on how these processes will operate in

practice. Nevertheless, there is a large area of overlap of interest and this document

aims to define this more precisely and indicate how this overlap will work.

Potential audiences for this document therefore include both eTOM and ITIL

practitioners who want some grounding in how their area relates to the other, and also

those actively seeking to manage the mapping between the two perspectives. This

current document will not provide answers in every area and in full detail, but it

provides an umbrella for further work that will progressively illuminate the issues

involved.

It should also be noted that this work considers a generic mapping, and the

implementation for specific service providers may differ in detail, depending on their

particular use of eTOM and ITIL processes. Both eTOM and ITIL are intended as

frameworks, and so will be further developed and specialized for individual

applications. It therefore follows that the contents of this document would then also

require further development and specialization in line with the detail that emerges.

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Plan of document

The document is structured in the following way:

Background to the work and previous work carried out by TMF

and itSMF.

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The Goals of the TMF and itSMF, respectively the industry

organizations responsible for the eTOM and promoting best

practice in Service Management.

History and business context of the eTOM and ITIL.

Similarities and differences in approach and scope.

The ITIL approach to Service Management

The Business View of a combined approach, using eTOM and

ITIL

Discussion on terminology differences and similarities (further

information in Annex 1).

Presentation of mappings between the eTOM and ITIL

frameworks (with further information in Annex 2 for Incident

Management). Includes an explanation of how ITIL processes

support eTOM processes.

Flows for key scenarios in ITIL Change Management and

Incident Management, showing how the eTOM process steps

and ITIL process are related.

Introduction to the business benefits of using a combined eTOM

and ITIL approach (see Annex 3).

Next steps, discussing future work, standardization and

certification.

Annex 1: Table of terminology comparisons.

Annex 2: Mapping between eTOM for Incident Management.

Annex 3: the business benefits of using a combined eTOM and

ITIL process approach.

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Background to this work

This document builds on previous work carried out by the TM Forum to provide a very

high-level view of the relationship between eTOM and ITIL. This previous work was

published as Addendum L of the eTOM documentation, as GB921L (eTOM-ITIL

Application Note).

GB921L provided only a first level of mapping detail, and this document develops this

further with mappings for each of the major ITIL processes (in this release, only

Incident Management and Change Management have been addressed). GB921L is

superseded by this document which incorporates relevant material from the earlier

Application Note. Note that ITIL v2 has been used in preparing this document.

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Goals and Business Context

This document builds on previous work carried out by the TM Forum to provide a very

high-level view of the relationship between eTOM and ITIL. This was published as

Addendum L of the eTOM documentation, as GB921L 4.0/4.5. This is available as

part of the eTOM GB921 4.0/4.5 Solution Suite and is downloadable from

www.tmforum.org

GB921L provided only a first level of mapping detail, and this document develops this

further with mappings for each of the major ITIL processes (in this interim release,

only Incident Management and Change Management have been addressed).

The goals of TMF and itSMF

TMF

TeleManagement Forum is an international consortium of communications service

providers and their suppliers. Its mission is to help service providers and network

operators automate their business processes in a cost- and time-effective way.

Specifically, the work of the TM Forum includes:

Establishing operational guidance on the shape of business

processes.

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Agreeing on information that needs to flow from one process

activity to another.

Identifying a realistic systems environment to support the

interconnection of operational support systems.

Enabling the development of a market and real products for

integrating and automating telecom operations processes.

The members of TM Forum include service providers, network operators and

suppliers of equipment and software to the communications industry. With that

combination of buyers and suppliers of operational support systems, TM Forum is

able to achieve results in a pragmatic way that leads to product offerings (from

member companies) as well as paper specifications.

TeleManagement Forum supports several kinds of projects, including Process

Automation and Technology Integration projects, as well as Catalyst Projects that

support both Process Automation and Technology Integration projects through real-

product integration.

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The TeleManagement Forum has existed since the late 80s as an industry focus for

OSS/BSS issues, with the aim of encouraging and facilitating easier interoperability

between Service Providers and other enterprises (other SPs, Customers, Suppliers,

Partners, etc), and also of easing integration of OSS/BSS solutions in the ICT arena.

It is a non-profit global consortium, currently of some 400 companies with most of the

major players and many others involved in and applying the work. TMF supports

TeleManagement World, a twice-yearly industry expo and conference event focused

specifically on OSS/BSS, as well as market-oriented analysis that feeds into a

technical work program, a Catalyst Program for Members to collaborate on proof-of-

concept, and increasingly early product, demonstrations, and a comprehensive

website offering a range of resources for the industry. The technical work program is

member led and resourced, delivering specifications and designs across a range of

high-priority areas, and notably includes the Enhanced Telecom Operations Map

(eTOM) as the primary industry Business Process Framework.

ItSMF

The IT Service Management Forum is the only internationally recognized and

independent organization dedicated to IT Service Management. It is a not-for-profit

organization, wholly owned, and principally operated, by its membership.

The itSMF is a major influence on, and contributor to, industry “best practice”

(represented by the IT Infrastructure Library - ITIL) and Standards worldwide

(BS15000, AS8018 and ISO20000 – due in 2005), working in partnership with a wide

range of governmental and standards bodies.

Formed in the UK in 1991, there are now national chapters in an ever-increasing

number of countries. The aims are:

To develop and promote industry best practice in service

management

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To engender professionalism within service management

personnel

To provide a vehicle for helping members improve service

performance

To provide members with a relevant forum in which to exchange

information and share experiences with their peers on both sides

of the industry

Approximately 80% of the membership represents organizations striving to implement

and sustain high quality IT Service Management solutions, with the remainder being

organizations providing products and services to assist in those endeavours.

Organisations range from large multi-nationals through small and medium local

enterprises to individual consultants and cover both the public and private sectors.

While, broadly speaking, all chapters offer very similar services, the range and

sophistication does vary according to the size and maturity of the chapter. To find out

more about itSMF and its services go to http://www.itsmf.com/

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History and Business Context of

eTOM and ITIL

eTOM

The eTOM Framework was originally developed in the early 90s based on input from

a range of Service Providers (SPs) to provide the original Business Process Model

that developed into the Telecom Operations Map (TOM). This concentrated on the

real-time operations processes, under the general headings of Fulfillment, Assurance

and Billing. In the late 90s, this was expanded to provide a total enterprise model and

the original “FAB” processes can still be observed as part of this Enhanced Telecom

Operation Map, but the overall scope is now much wider and embraces areas such

as Strategy Infrastructure and Product Lifecycles and the Enterprise Management

processes that can be seen in any company.

The eTOM Framework has evolved through several TMF and then public releases to

its current public, TMF-Approved Release 4.0 (2004). This release has also been

accepted by ITU-t in toto and is now published as part of the ITU-T TMN set of

Recommendations as M.3050 (2004).

Widely used in the industry as the most comprehensive view of SP processes, eTOM

is applied by SPs themselves as a reference and a basis for internal and external

discussion around business needs and interoperability, as well as by Suppliers and

others as a means of understanding and discussing SP behavior and requirements. It

includes a hierarchy of process definitions, offering a structure and Model to

understand and develop areas of process, and a repository of process elements at

various levels of detail that can be combined and applied in specific applications. It

also provides examples of process flows showing how the eTOM Framework can be

used, user guides, and information on relationships with other industry work (such as

ITIL and the ITU-T TMN).

ITIL

The IT Infrastructure Library or ITIL is a public domain ‘standard’ for IT/ICT production

operations and is the most widely accepted approach to IT service management in

the world. It provides a comprehensive and consistent set of best practices for IT

service management, promoting a quality approach to achieving business

effectiveness and efficiency in the use of information systems.

Developed in the UK during the ‘80s and now being evolved by a global community, it

is being adopted worldwide. ITIL took root during the challenge of client server,

distributed, departmental computing and increasing IT operational complexity. It is

now represented and revised by the itSMF, which has branches in about 30

countries. It has been adopted in North and South America, UK and Europe as well

as Africa, India, South East Asia, including Japan, Australia and New Zealand.

However the heartland for adoption remains Europe. While it remains a public

domain standard the copyright is owned the UK Office of Government Commerce.

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ITIL comprises a fairly simple set of logical processes and a standardized vocabulary.

It replaces all other operational methods that may have been introduced into an IT

service delivery environment, giving them a common definition of services. These are

available on CD or books.

The core set of processes is contained in a 6 book set: Service Support, Service

Delivery, ICT, Application, Planning to Implement and Security Management

(ISO17799 aligned). Also, separate publications deal with Business Management and

Software Asset Management aspects. There are about another 25 associated

documents in the complete set. The two most popular publications are Service

Delivery and Service Support.

These methods are size, technology and industry independent and ITIL has been

applied to small IT shops, huge multi-national companies’ IT operations and

government departments. Interestingly it has also been adopted in a few

organizations, such as UK area health organizations and London Underground

transport operations purely for generic service management to the public.

The current release of ITIL is v2 and this has been used in this document.

Approaches and distinctions

eTOM

Business context is a total enterprise model for telcos. 

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International standard through ITU.

Constitutes the Business View section of NGOSS, TMF’s

initiative on OSS / BSS solutions.

A common language for business processes.

A hierarchy of process definitions.

A repository of process elements at various levels of detail that

can be combined and applied in specific applications.

Provides examples of process flows.

Flow diagrams are used in eTOM to illustrate end to end

processes e.g. Fulfillment.

Technical content now mature, with an increasing emphasis on

guidelines for its application and usage.

ITIL

Business context is IT / ICT Service Management.

Included in various national standards, and slated to be adopted

by ISO in 2005 / 06.

A comprehensive and consistent set of best practices.

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A set of methods for delivering controlled and optimizable

services.

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Common language e.g. Incident is used for any event which

causes an interruption or reduction of service.

Aim is to provide high quality services with a particular focus on

Customer relationships.

Is built on agreements where the IT organization should provide

whatever is mutually agreed with Customers.

Service Delivery processes are partially concerned with setting

up agreements and monitoring the targets within these

agreements. On the operational level, the Service Support

processes can be viewed as delivering service as laid down in

these agreements.

Flow charts are used in ITIL1.

Inclusion of closed feedback quality loops for continuous

improvement.

It supports and drives ‘quality’ or repeatability

The underlying philosophy is to know what you are doing, what

you are doing it to, take control and optimize the service. It is for

this reason that it can be applied to many circumstances not just

IT operations.

ITIL applies and maps specifically to eTOM Operations

Assurance and touches Fulfillment and Billing2.

1 While flowcharts are used to illustrate some of the processes in the ITIL documents, ITIL does recognise the need

to develop processes (Annex C to Service Support for example)

2 It also maps to many of the SIP processes. Availability and Capacity Management are mainly concerned with ILM

and PLM

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Service Management in ITIL

The two “core” documents of the ITIL set are the two ITIL Service Management components; Service

Support and Service Delivery. The decomposition of these components into processes and functions is

covered below.

Service Support

The content is adapted from the Service Support and Service Delivery Guidebooks (© OGC).

Figure 1: ITIL Service Support Diagram (© OGC)

Service Support decomposes into the following functions and processes:

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Service Desk

The Service Desk is the only function within ITIL Service Management and provides a single point of

contact between the IT Service Customer/User and all the other processes within the ITIL Service

Management.

Incident Management

The Incident Management process handles service requests (new service requests, change

requests etc) as well as incidents. An incident is any event that affects the required Service

Levels as defined by a relevant SLA. The aim of Incident Management is to return IT Service

delivery to the required Service Levels as quickly as possible while minimising any negative

impact upon business operations.

Problem Management

The Problem Management process is comprised of two aspects; proactive Problem Management

and reactive Problem Management. Proactive Problem Management involves the detecting and

resolving of Problems and Known Errors before they lead to Incidents. Reactive Problem

Management responds to Major Incidents and Problems as they occur, again providing problem

resolution. There are two stages to the Problem Management process; the first, Problem Control

involves investigating and establishing a root cause of a problem and providing a resolution; the

second, Error Control, is the investigation and elimination of Known Errors so that they do not

reoccur. Once the root cause of a problem has been identified and the problem resolved then it

becomes a known Error.

Configuration Management

The Configuration Management process is the underpinning discipline to all the other Service

Management Processes. The aim of the process is to document all the Configuration Items (CIs)

within an organisation and the relationship between them all in the Configuration Management

Database (CMDB). The Configuration Management process is also responsible for keeping the

CMDB up to date. The CMDB is used by the other processes to hold reports, plans, records etc

since these also can be related to CIs.

Change Management

The Change Management process is responsible for the implementation of changes to both IT

Services and Infrastructure. All changes should show a benefit to the business; be it the resolution of a

problem, service improvement or cost reduction. The Change Management process provides a

structured method for the approval and management of all changes. This approach allows the

resources required to implement a change, the business impact of a change (both benefits and

incidents that may arise because of the change).

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Release Management

The Release Management process is an output of the Change Management process since Release

Management is the implementation of any change. The Release Management process is concerned with all

types of IT Service or system change and takes a wider view of a change so that all aspects of a change are

considered. The Release Management process is also responsible for the Definitive Software Library (DSL) and

Definitive Hardware Store (DHS) within the CMDB.

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Service Delivery

The content is adapted from the Service Support and Service Delivery Guidebooks (© OGC).

Figure 2: ITIL Service Delivery Diagram (© OGC)

Service Delivery decomposes into the following main processes:

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Service Level Management

The aim of the Service Level Management process is to ensure that IT Service quality is

maintained and improved. The Service Level Management maintains the relationship between

the Customer and the IT Service Provider (who can be either internal or external to the

Customer’s organisation) through Service Level Agreements (SLAs), Operational Level

Agreements (OLAs) and Underpinning Contracts (UCs).

Financial Management for IT Services

The Financial Management for IT Services process is concerned with the budgeting, accounting and

charging of IT Services. It considers both internal IT Service provision and external third party providers.

Capacity Management

The aim of the Capacity Management process is ensure that the IT Infrastructure can meet

current and future IT Service requirements, and consequently business requirements, can be met

cost effectively. The Capacity Management processes also looks at improving IT Service

Delivery through the introduction of new technology and continuous monitoring and

improvement of the IT Service.

IT Service Continuity Management

The IT Service Continuity Management process is underpins the organisations Business

Continuity requirements and is responsible for ensuring that the required IT Services (including

infrastructure, telecommunications, applications and support) can be restored in the required time

to ensure business continuity.

Availability Management

The aim of the Availability Management process is to ensure that the availability of the IT

Services meet the SLA, and consequently the business requirements through the continuous

monitoring of and improvement to the IT Services. The Availability Management process is also

responsible for the implementation of Security Policy.

Application Management

Application Management overlaps Service Management as shown in the figure below and

divides into two areas:

1. Application development – those activities needed to plan, design and build the application.

2. Service Management – which sub-divides into:

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Service Delivery •

• Service Support

Application Management is split into six processes which are distributed between Application

Development and Service Management as shown below:

Optimise Requirements

Design

BuildDeploy

Operate

Service Management Application Development

Service Support

Service Delivery

Service Management Application Management

Application Management

Figure 3: Relationship between Service & Application Management

An application is the software that is the embodiment of the service being delivered - a service is

however more than just the functionality offered by the application and hence, service

management is only partially included within Application Management.

The Application Management document details the 6 areas of Application Management shown in

the Figure, the functionality that they will typically embody, the interactions they will have with

other Service Management processes and the way in which an organisation should approach

implementing these processes.

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Business View of a combined process approach

It is recognized that companies with involvement in either the eTOM or ITIL

approaches may speculate which framework would be suitable in which

circumstances and the respective business benefits. Similarly, companies with

exposure to both frameworks would wish to know how to integrate the approaches. A

combination of the two approaches can deliver equal or improved business value.

In Annex 3, the business value of constituting a combined business process

environment is discussed. It presents an initial view of the business benefits of using a

combined eTOM and ITIL process approach. A streamlined and integrated business

process environment can result from the combination of the eTOM and ITIL industry

process standards.

The integrated approach, realized by mapping ITIL on to an eTOM enabled process

environment, can deliver a number of business related advantages. These

advantages can be grouped into two main categories:

The Customer oriented business view 

 The ICSP internal oriented business view

These are further described in Annex 3.

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Terminology

In order to understanding the relationship between eTOM and ITIL it is necessary to

understand the different terms used by each framework. In many cases there are

terms of the same name but with different meanings; for example 'Problem'. There

are several ITIL terms that introduce concepts are not within eTOM; for example the

terms relating to the Incident and Change Management processes. Conversely there

are eTOM terms that can be used to extend ITIL; for example those relating to Supply

Chain Management. Annex 1 consists of a table listing ITIL terms and their eTOM

equivalents (still under development).

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Process element mapping

As a high-level view, it is useful to be able to position the ITIL processes against the eTOM framework. The following

diagrams position the 11 ITIL processes against the eTOM Level 1 process groupings of Operations; Strategy,

Infrastructure & Product; and Enterprise Management.

In Annex 2, further information on the mapping of eTOM Level 2 and 3 processes to the ITIL Incident Management process

is shown with degrees of correlation. The team is currently considering the respective benefits and usefulness of these

mappings and representations.

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Operations

Assurance

Billing

Fu lfilm e nt

Ope rations Support &

Readiness

Customer Relationship Management CRM

Se rvice M a na ge me nt & O pe ra tio ns

Supplier/Partner Relationship Management

Resource Management & Operations

Re tention & Loyalty

Order

Handling

Problem Handling

Customer

Qo S/SLA

Management

Bi ll in g &

Collections

Management

Service

Configuration &

Activation

Service Problem

Management

Se rvice & Specific

Instance Rating

Se rvice Quality

Management

Resource

Provisioning

R esource Data Collection & Processing

S/P Problem

Reporting &

Management

S/P Settlements

& B ill in g

Management

S/P Interface Management

S/P Performance

Management

Resource

Performance

Management

S/P Requisition

Management

Cu stomer Interface Management

CRM - Support &

Re adiness

RM&O Support &

Readiness

S/PRM Support &

Readiness

Selling

Marketing

F ulfillment

Response

Resource Trouble

Management

SM& O Support &

Readiness

FM

SLM

SD

SLM

IM

IM

SLM

IM

IM

SD

FM

SLM

IM

CaM

SLM

RM

ChM

CM

AM

RM

ChM

CM

PM

RM

IM

ChM

CaM

AM

SLM

SLM

RM

ChM

PM

CaM

AM

IM

CaM

RM

ChM

CM

PM

RM

ChM

IM

PM

CaM

AM

CaM

AM

CM

SLM

IM

PM

IM

AM

SLM

IM

SD

Figure 4: eTOM L2 Operations processes and ITIL processes

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©TeleManagement Forum April 2003

Strategy, Infrastructure & Product

Infrastructure Lifecycle

Managem ent

Product Lifecy cle Managem ent

Strategy & Comm it

Service Developm ent & Management

Supply Chain Development & Management

Resource Development & Management

Resource Strategy

& Planning R esource

C a p a bi lity De liv e ry

Supply Chain

Capability Delivery

Supply Chain

Strate gy &

Planning

Supply Chain

Development & Change

Management

Service Development &

Retirement

Service Strategy &

Planning

Service Capability

Delivery

Resource Development

& Retirement

Marketing & Offer Management

Market Strategy &

Policy

Prod uct & O ffer

Portfolio Planning

Prod uct & O ffer

Ca pability

Delivery

Marketing

Capability

Delivery Prod uct & O ffer

Development &

Retirement

Product Marketing

Commu nications &

Promotion

Sales

Development

SLM

CaM RM

ChM

CaM AM SLM

Ca M AM SLM

CaM RM ChM

CaM RM ChM

SLM

SLM RM ChM

Figure 5: eTOM L2 Strategy, Infrastructure & Product processes and ITIL processes

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Enterprise Management

Financial & Asset Management

Sta keholde r & Exte rnal Relations Manage ment

Knowledge & Research Manageme nt Human Resources Manageme nt

Enterprise Effectiveness Management

Ente rprise Risk Management

Strategic & Enterprise Planning

Knowledge

Management

Research

Management

Te c h n ol o gy

Scanning

Financial

Management

Asset

Management

Procurement

Management

Group Enterprise

Management

Business

Continuity

Ma nagement

Security

Management

Fraud

Ma nagement

Audi t Manage ment Insurance

Management

Process

Ma nagement &

Support

Pro gram &

Project

Management

En terpri se

Pe r f ormance

Assessment

Facilities

Management &

Support

HR Policies &

Practices

Organization

Development

Workforce

St r a t e gy

Workforce

Development

Employee &

Labor Relations

Management

Enterprise

Quality

Management

Legal

Management

Regulatory

Management

Shareholder

Relations

Management

Board &

Shares/Securities

Management

Corporate

Communications &

Image Management

Co mmu nity

Relations

Management

Enterprise

Archit ecture

Management

Business

Development

Str ategic Business

Planning

FM

ITSC

AM

CM

CaM AM SLM

CM ITSC

SLM

CaM AM

CaM SLM

Figure 6: eTOM L2 Enterprise Management processes and ITIL processes

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Legend

SD

IM

PM

ChM

RM

CM

SLM

AM

CaM

ITSC

FM

High

correlation

Service Desk

Incident Management

Problem Management

Change Management

Release Management

Configuration Management

Service Level Management IM

Medium

Correlation

IM

Low

Correlation

IM

A

vailability Management

Capacity Management

IT Service Continuity

Management

Financial Management

for IT Services

Service Support Service Delivery

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Comparison of ITIL processes with eTOM level 2 processes

The following table relates the eTOM level 2 processes and the ITIL processes. It also details how ITIL supports customer and

internal IT services.

ITIL Function/Process eTOM Level 2 Process How ITIL supports the management of

customer services

How ITIL supports the management of internal IT

services

Service Desk CRM Support & Readiness

Customer Interface Management

Selling

Order Handling

Retention & Loyalty

S/P Interface Management

Supply Chain Development &

Change Management

• The Service Desk is the only function within

ITIL and acts as the first point of contact for the

Customer/Users and well as their interface to

all the other ITIL processes

• Process Users Service Requests and

Requests for Change (RfCs)

• Update Customer Accounts

• Act as first point of contact for Customers and

Users gather data on Customer/User

perception of Service Quality

• Act as the interface to Suppliers/Partners

handing off Incident Reports, Service

Requests, Rfcs etc

• Monitor usage of the Support Services, provide

appropriate metrics (call logs, incident records, RfCs

raised, Service Requests etc)

• Act as the interface to Suppliers/Partners handing off

Incident Reports, Service Requests, RfCs etc

Incident Management Customer Interface Management

Selling

Order Handling

Problem Handling

Customer QoS/SLA Management

Retention & Loyalty

Service Configuration & Activation

Service Problem Management

Resource Provisioning

Resource Trouble Management

• Incident Management is the key process used

by the Service Desk function in fulfilling its

functional requirements

• Incident Management supports the capture,

processing and monitoring of Service

Requests (Requests for Change (RfCs),

enquires etc) as well as Incidents.

• Incident Management Process Steps:

⇒ Classification and Initial Support

⇒

⇒

⇒

Classification of Problem (Hardware,

Software, Network etc)

Investigation and diagnosis

Resolution and Recovery

• Escalation, either internally or externally and

either functional or hierarchical, of Incident to

Problem Management or other 2nd, 3rd or nth

line support organization

• The goal of Incident Management is to return

the User to normal Servi

ce as quickly as

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ITIL Function/Process eTOM Level 2 Process How ITIL supports the management of

customer services

How ITIL supports the management of internal IT

services

Resource Performance

Management

S/P Support & Readiness

S/P Requisition Management

S/P Problem Reporting &

Management

S/P Interface Management

Supply Chain Development &

Change Management

the User to normal Service as quickly as

possible.

Problem Management SM&O Support & Readiness

Service Problem Management

RM&O Support & Readiness

Resource Trouble Management

S/P Problem Reporting and

Management

S/P Performance Management

Supply Chain Development &

Change Management

• Problem Management supports the analysis of

resource data to look at performance trends

identifying potential incidents/Problems before

they affect Users.

• Problem Management Process Steps:

⇒ Problem identification and recording

⇒

⇒

⇒

Problem Classification

Problem Investigation and diagnosis

RFC and Problem resolution and closure

• Escalation, either internally or externally and

either functional or hierarchical, of Problem to

other 2nd, 3rd or nth line support organisation

Configuration

Management

CRM Readiness & Support

Customer QoS/SLA Management

SM&O Support & Readiness

Service Configuration and

Activation

Service Problem Management

Service Quality Management

• Maintain the Configuration Management

Database (CMDB) so all assets are known and

their relationship between each other

• Configuration Management can be viewed as

the key ITIL process responsible for

maintaining the CMDB which is used by all the

other ITIL processes.

• The Configuration Management Database can be used

to ensure that legal requirements are adhered to; for

example in the UK the Freedom to Information Act and

Data Protection Act

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ITIL Function/Process eTOM Level 2 Process How ITIL supports the management of

customer services

How ITIL supports the management of internal IT

services

RM&O Support & Readiness

Resource Provisioning

Resource Trouble Management

Resource Performance

Management

Resource Data Collection &

Processing

S/P Requisition Management

Product & Offer Capability Delivery

Product & Offer Development &

Retirement

Service Strategy & Planning

Service Capability Delivery

Service Development &

Retirement

Resource Strategy & Planning

Resource Capability Delivery

Resource Development &

Retirement

Supply Chain Strategy &

Management

Supply Chain Development &

Change Management

Group Enterprise Management

Asset Management

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ITIL Function/Process eTOM Level 2 Process How ITIL supports the management of

customer services

How ITIL supports the management of internal IT

services

Regulatory Management

Change Management SM&O Support & Readiness

RM&O Support and Readiness

Resource Provisioning

Resource Trouble Management

Product & Offer Development &

Retirement

Service Development &

Retirement

Resource Development &

Retirement

Supply Chain Development &

Change Management

• Manage the changes that occur and inform the

Configuration Manager of any changes made

• Acceptance of the RfC, Authorisation and

Planning of the Change required for the

Resolution of Services

• A RfC may be raised as the result of a User

request for a new or change in

service/resource or the resolution of a fault in

response to an Incident/Problem

• Filter, approve and manage changes to the current IT

services/infrastructure

• Manage any changes introduced (new or improved

Services); this can be with either an internal IT

Department or External IT Outsourcer/Supplier

Release Management SM&O Support & Readiness

Service Configuration and

Activation

Service Problem Management

RM&O Support & Readiness

Product & Offer Capability Delivery

Product & Offer Development &

Retirement

Service Capability & Delivery

Service Development &

Retirement

Resource Capability Delivery

Resource Development &

Retirement

• Manage the implementation of any Change

• Implementation of any Change required for the

Resolution of Services

• Policy, Planning and Development of changes

to IT Services/ infrastructure

• Policy, Planning and Development of changes to IT

Services/ infrastructure

• Define policy, purchase, test and accept any COTS or

bespoke IT hardware or software

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ITIL Function/Process eTOM Level 2 Process How ITIL supports the management of

customer services

How ITIL supports the management of internal IT

services

Supply Chain Strategy & Planning

Supply Chain Development &

Change Management

Service Level

Management

CRM Readiness & Support

Selling

Customer QoS/SLA Management

Retention & Loyalty

SM&O Support & Readiness

Service Quality Management

RM&O Support & Readiness

Resource Data Collection &

Processing

S/PRM Support & Readiness

S/P Performance Management

S/P Settlements & Billing

Management

Product & Offer Portfolio Planning

Product & Offer Capability Delivery

Product & Offer Development &

Retirement

Service Strategy & Planning

Service Capability Delivery

Service Development &

Retirement

• Monitor and maintain required service levels

• Develop and maintain the Service Catalogue

so the Customer/Users are aware of what IT

Services are available

• Manage relationship between IT Service

Management and the Customer

• Inform the Customer of possible Service

improvements/cost savings

• Monitor and analysis Service performance SLA

or OLA requirements are met

• Monitor, review and report SLA performance

• Ensure that the SLA meets Customer and

User requirements

• (Re)Negotiate with the Customer developing

the Service Level Requirements (SLRs) that

will form the basis of the SLA, OLA or Under

Pinning Contract (this can be with either an

internal IT Department or External IT

Outsourcer)

• Negotiate with the Customer developing the

Service Level Requirements (SLRs) that will

form the basis of the SLA, OLA or Under

Pinning Contract and ensure that they meet

business requirements

• Monitor and maintain required service levels whether the

Service is provided internally to an OLA or externally via

a SLA.

• Manage OLAs or Under Pinning Contracts

• Monitor, review and report SLA. OLA and Under Pinning

Contract performance

• Negotiate with the Customer developing the Service

Level Requirements (SLRs) that will form the basis of

the SLA, OLA or Under Pinning Contract and ensure

that they meet business requirements

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ITIL Function/Process eTOM Level 2 Process How ITIL supports the management of

customer services

How ITIL supports the management of internal IT

services

Resource Strategy & Planning

Resource Capability Delivery

Resource Development &

Retirement

Supply Chain Strategy & Planning

Supply Chain Capability Delivery

Supply Chain Development &

Change Management

Audit Management

Enterprise Performance

Management

Technology Scanning

Capacity Management SM&O Support & Readiness

Service Quality Management

RM&O Support & Readiness

Resource Provisioning

Resource Performance

Management

Resource Data Collection &

Processing

Product & Offer Portfolio Planning

Product & Offer Capability Delivery

Product & Offer Development &

Retirement

Service Strategy & Planning

• Model, monitor and analysis Service/Resource

performance to ensure that capacity is

sufficient to meet Business needs and SLA or

OLA requirements

• Technology watch, introduction of new

technology to offer new, different and improved

Services (Service Quality, Availability,

Capacity, and Continuity)

• Model, monitor and analysis Service/Resource

performance to ensure that capacity is sufficient to meet

Business needs and SLA or OLA requirements

• Ensure that the Service Desk meets the requirements of

the Customer as defined in the SLA or OLA (resourcing

both people and equipment)

• Technology watch, introduction of new technology to

offer new, different and improved Services (Service

Quality, Availability, Capacity, and Continuity)

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ITIL Function/Process eTOM Level 2 Process How ITIL supports the management of

customer services

How ITIL supports the management of internal IT

services

Service Capability Delivery

Service Development &

Retirement

Resource Strategy & Planning

Resource Capability Delivery

Resource Development &

Retirement

Supply Chain Development &

Change Managment

Strategic Business Planning

Enterprise Performance

Management

Availability Management SM&O Support & Readiness

Service Quality Management

RM&O Support & Readiness

Resource Performance

Management

Resource Data Collection &

Processing

Product & Offer Portfolio Planning

Product & Offer Capability Delivery

Product & Offer Development &

Retirement

Service Strategy & Planning

Service Capability Delivery

Service Develo

p

ment &

• Model, monitor and analysis Service/Resource

performance to ensure that capacity is

sufficient to meet Business needs and SLA or

OLA requirements

• Model, monitor and analysis Service/Resource

performance to ensure that capacity is sufficient to meet

Business needs and SLA or OLA requirements

• Responsible for the implementation of the Security

Policy

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ITIL Function/Process eTOM Level 2 Process How ITIL supports the management of

customer services

How ITIL supports the management of internal IT

services

Retirement

Resource Strategy & Planning

Resource Capability Delivery

Resource Development &

Retirement

Supply Chain Development &

Change Management

Security Management

Enterprise Performance

Management

Technology Scanning

IT Service Continuity

Management

Product & Offer Capability Delivery

Product & Offer Development &

Retirement

Service Strategy & Planning

Service Development &

Retirement

Resource Development &

Retirement

Supply Chain Development &

Change Management

Business Continuity Management

Regulatory Management

• Compliance with any legal requirement with regards IT

Service Continuity

• The IT Service Continuity Plan forms part of the

Business Continuity Plan

Financial Management

for IT Services

Billing and Collections

Management

SM&O Support & Readiness

Product & Offer Capability Delivery

• Collect monies for the use of the IT Service as

per the Charging model/SLA or OLA

• Budget, Account (develop Cost Model) and charge

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ITIL Function/Process eTOM Level 2 Process How ITIL supports the management of

customer services

How ITIL supports the management of internal IT

services

Service Strategy & Planning

Service Capability Delivery

Service Development &

Retirement

Resource Strategy & Planning

Resource Capability Delivery

Resource Development &

Retirement

Supply Chain Strategy & Planning

Supply Chain Development &

Change Management

Financial Management

Asset Management

Table 1: Comparison of ITIL processes with eTOM level 2 processes

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Process Flows

This section contains a detailed representation of how eTOM process elements can support key scenarios for applying ITIL.

For each of the ITIL process areas considered (see below), the overall context is described, followed by the descriptions of

the scenarios addressed

Two ITIL areas are addressed in this release of the document:

• Incident Management, which is comparable to eTOM Assurance. For Incident Management, two scenarios are

considered here.

• Change Management, which can arise in a variety of contexts within the enterprise, depending on the choices made

by the enterprise on the applicable scope of ITIL for their business. For Change Management, one scenario is

considered here.

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Diagramming conventions

Graphical Conventions

Ext e rn a l Re su lt

Inte rna l Re sult

Pro c e ss

Swim lane: represents eTOM

“layer”

(i.e. horizontal Level 1)

Ext e rn a l Ev e n t

Inte rna l Eve n t

Brea k (a w a iting inp ut/ re sp o nse)

The diagrams show eTOM process elements overlaid on the ITIL Incident Management process stages e.g. in Incident

Management, Incident Detection and Recording, Classification & Initial Support, etc. These ITIL process stages are depicted

in "swimlanes" with process flow between eTOM processes indicated by arrows. The process flows may be mandatory,

optional or acting continuously. Where an eTOM process is considered to span more than one ITIL process the eTOM

process is stretched in the diagram to cover the swimlanes. For example, in Incident Management, the eTOM process

"Survey & Analyze Resource Trouble" is considered to support the ITIL process steps "Incident Detection & Recording",

"Classification and Initial Support" and "Investigation & Diagnosis".

Note that it may be easy to misinterpret what is being portrayed in these diagrams. In the example above, it should not be

understood that all the process detail in, say, the eTOM Process “Survey & Analyze Resource Trouble" is relevant or

applicable within the identified ITIL process steps. Rather, the correct interpretation is that some of the defined eTOM

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process detail can be used to provide the necessary support for the ITIL requirements. To inspect the necessary eTOM

process detail, users should consult other parts of the eTOM material, outside of this document - in particular, GB921D which

contains process descriptions and other eTOM process detail.

Consideration is currently being given to including some additional outline process detail in a future release of this document,

for both the eTOM and ITIL process areas, to assist users in interpreting which aspects of each are relevant when

considering their relationship, as documented below.

Handling ITIL process flows

In defining how ITIL flows can be supported with eTOM process elements, it is necessary to recognize that ITIL provides a

view of each of the areas it addresses (such as Change Management) with the intention of defining how businesses should

implement these areas in order to achieve good business results. The details of how this affects individual areas of the

business, and the impact on specific process elements within an enterprise-wide process model (such as eTOM represents)

is not explicitly defined, but is left for each business to effect in the way it sees as appropriate.

Since eTOM directly addresses this aspect of how individual process areas are defined and used, this means that the

requirements, or intentions, of the ITIL flows need to be applied in the eTOM model if we are to realize ITIL using eTOM. In

the course of the analysis which has been made on this, it has become clear that this needs to happen at more than one

level.

Initially, the ITIL approach for each process flow can be interpreted as setting a corporate approach or policy for the

business. In eTOM terms, this would typically be captured within the Enterprise Management part of the eTOM Framework,

and can be considered as specializing or customizing the generic eTOM Framework to derive an eTOM model that applies

or implements ITIL. This policy is then carried through to the rest of the business and would give rise to a set of individual

process specializations – which can typically be represented as specific process flows, showing how this policy is used for

different circumstances in different parts of the enterprise.

For example, taking ITIL Change Management, the ITIL guidelines and flow set a policy for handling change within the

enterprise that would be absorbed into Enterprise Effectiveness Management within Enterprise Management. This policy

would then feed through to the rest of the business and could be examined by considering individual scenarios for change,

each addressing a defined area and type of change, which might involve a wide range of process elements depending on

the actual change concerned. In each case, the principles (ie the policy) of ITIL Change Management would apply but would

be implemented using the appropriate process elements for the area of the business that was impacted. As an example, a

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change affecting product strategy and leading to new or modified products being developed and deployed would involve

process elements largely in the upper part of the eTOM Framework, across Marketing & Offer Management and Customer

Relationship Management (with support as needed from underlying process elements elsewhere in SIP and OPS). As

another example, a change for a minor bug fix in an IT equipment resource would involve process elements largely in the

Resource layer of the eTOM Framework, across Resource Development & Management and Resource Management &

Operations (again with support from other process elements as appropriate).

It can be seen that further examples could be identified, each based on an individual change scenario and each involving

some specific eTOM process elements that would differ from case to case, but all following the approach for Change

Management defined by ITIL.

Change Management

This section contains a detailed representation of how eTOM process elements support a scenario in ITIL Change

Management. First the goal of ITIL Change Management is described, followed by a discussion of Change Management

from the points of view of policy and a specific implementation. Then a description of the scenario follows with diagrams.

Goal

The goal of Change Management is to ensure that standardized methods and procedures are used for efficient and prompt

handling of all Changes, in order to minimize the impact of Change-related Incidents upon service quality, and consequently

to improve the day-to-day operations of the organization.

Change Management as a policy

As noted previously, each of the ITIL disciplines or flows can be considered initially to set a policy for the business which is

then applied or implemented throughout the enterprise.

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For Change Management, the ITIL guidelines and flow set a policy for handling change within the enterprise that would be

captured within Enterprise Effectiveness Management within Enterprise Management. The main focus here would be the

Enterprise Quality Management (1.E.3.2) Level 2, supported by the Program & Project Management (1.E.3.3) Level 2.

This policy or approach is then applied in different areas of the eTOM Framework depending on the nature of the specific

change involved. It is therefore necessary to address this as a series of scenarios or Use Cases, each of which provides

insight into how eTOM can effect ITIL Change Management for a particular area of change.

For the case of ITIL Change Management, one scenario is chosen for development, although of course many other

examples could be considered. It is hoped that sufficient insight can be gained from this example, that a general message on

how eTOM can support ITIL can then be drawn.

Change Management applied to specific situations

For the purposes of this analysis, particular eTOM processes have been related to the use of standard Change Management

procedures within the Change life-cycle. The swimlanes in the diagrams below are intended to represent these ITIL Change

Management procedures.

Scenario 1 Change Management (software release)

Scenario 1 concerns (low-level) resource change, specifically concerning IT-oriented resources, say for a new software

release:

Scenario

A Request for Change (RFC) is received by the Change Manager to implement a software release.

Pre-conditions

RFC is initiated requesting a software release with specific requirements

Post-conditions

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Implemented Change or Restored Infrastructure through back-out plan

Process Steps for Change Management, based on ITIL

• RFC received

• Change Manager filters the RFC

• Change Manager determines initial priority based on impact and urgency of required change

• The change is categorized to indicate the type of change (for reporting/tracking)

• The change is categorized to indicate HOW to deal with change (minor, significant, major)

• The change is approved by a change authority

• The change is scheduled (there is some interaction with Release Management here)

• The change is ‘built’

• Testing plans are devised

• A back-out plan is produced to enable the implementation team to revert to known state

• The change is implemented

• If there are problems the change is backed out

• The change is reviewed to ensure that the desired effect has been achieved

• The Change Manager ensures that all documentation has been brought up to date

Diagrams

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Authorize & scheduleChange. Report

action to CAB

Approve or Reject Change

Review impact and resour ces

Pass approved Changes to CAB for actioning

Categorize and Prioritize

Receive RFC (Record RFC, Filter Request)

Legend

Change Managem ent

Re le as e

M a na gem e nt

Con f ig ur a t io n

Ma na ge me nt

eTOM Process

RFC received

Ca pture Resource

Capability Shortfalls

Emergency

Change

Emergency Change

Gai n Resource

Ca pab ility

Investmen t Ap pr ov al

Major Change

Gain Resource

Capability

Investment Approval

Minor Cha nge

(simplified)

Change

approved

change approved

Change

approved

change appro ved

Inform Initiator

change not appro ved

Inform Initiator

change not a ppo rved

Figure 7: Change Management – Software Release (part 1)

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Review Change and Documentation

Coordinate Change Implementation

Coordinate Change Build (including reviewing test results and back out plan)

De sign Resource

Capabili ties

Ena ble Reso urce

Support & Operations

Manage Resource

Ca pability Delivery

Manage Resour

Invent ory

ce

Manage Handover to

Re sou r ce Ope r atio ns

Enable Resource

Prov ision ing

Aw ai t Te st Rel ea se

Test pass ed

Change

approved

Chan ge Clos ed

Awaiting Disrtibution and Installation

Disrtibution and

Installation Completed

Le gend

Chang e M anage me nt Rel ea se

Ma na ge m e nt

Co nf igu r at i on

Ma na gem e nt

eTOM Process

Figure 8: Change Management – Software Release (part 2)

Incident Management

Goal

The goal of Incident Management is to restore normal service operation as quickly as possible with minimum disruption to

the business, thus ensuring that the best achievable levels of availability and service are maintained.

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Context

An Incident is any event which is not part of the standard operation of a service and which causes, or may cause, an

interruption to, or a reduction in the quality of that service. Examples of Incidents are application unavailable, hardware

outage and (service) requests for information or assistance.

Incident Management is concerned with restoring normal service operation as quickly as possible with minimum disruption to

the business, thus ensuring that the best achievable levels of availability and service are maintained.

The Service Desk is responsible for the monitoring of the resolution process of all registered Incidents – in effect the Service

Desk is the owner of all Incidents. To react efficiently and effectively therefore demands a formal method of working that can

be supported by software tools.

The scenarios described below address the Incident Management process in the case of an infrastructure failure and a

service request.

For a failure three sub-cases can be distinguished:

1) 1st line support,

2) Escalation internally, and

3) Third Party.

Often, departments and (specialist) support groups other than the Service Desk are referred to as second- or third-line

support groups, having more specialist skills, time or other resources to solve incidents. The Service Desk is first-line

support. The scenario described here is for the 2nd sub-case, where an Incident cannot be resolved by the Service Desk

and is referred to another support group within the organization. This scenario has aspects similar to eTOM Assurance.

Scenario 1: Incident Management (infrastructure failure, internal

escalation)

An Incident is received by the Service Desk and is transferred to a second-line support group, possibly because more

detailed attention is required or to bring in particular expertise, or because the incident cannot be resolved quickly enough –

this is termed ‘functional escalation’.

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Pre conditions

Details of Incident. 





Configuration details.

Post conditions

Updated Incident Record

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Since

re solution an ...

Investigation and Diag nosis

Service Request

Procedure

Incident Ownership, Monitoring,

Tracking and C ommunication

Incident Closure

Resolution and Recovery

Classifica tion an d Initial Suppo rt

Inc iden t D ete c tio n an d R ecord in g

Problem

reported by

customer

Manage Contact Report Problem

Evaluate &

Qualify

Problem

Isolate Problem &

Initiate Resolution

Incident

occured

Survey &

Analyze

Resource

Trouble

Track and

Manage P roblem

Track & Ma nage

Resource Trouble

Diagnose Problem

Localize Resource

Trouble

Report Problem

to S /P

Plan & Assign

Resolution Manage S /P

Problem

Resolution

Co rrect & Re co ver

Res ource Trouble

Close Resource

Tr ouble

Close & Report Close Problem

Incident

closed

Since resolution and

re covery occurs within

the Supplier/Partner's

domain once the

S uppler/Partner has

notified that the

incident has been

resolved that it is

closed out with the

customer.

Believed to be an

op tional flow after

Diagnose Problem

and before Plan &

As sign Resolution.

Figure 9: Incident Management - Infrastructure failure (internal escalation)

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Scenario 2: Incident Management Service Request (standard

pre-approved changes)

An Incident is received by the Service Desk. It is classified as a Service Request for a standard pre-approved change. This

means that the Service Request does not require authorisation or ITIL Change Management and is well-understood,

requiring the implementation of a specified series of steps and procedures. This scenario has aspects similar to eTOM

Fulfilment.

Pre conditions

Details of Incident. 





Configuration details.

Post conditions

Updated Incident Record

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Service Request Procedure

Incident Ownership, Monitoring,

Tracking and Communication

Incident Closure

Reso lution an d R ecover y

Investigation and Diagno sis

Classification and Initial Support

Incident Detection and Recording

Manag e Contact Manage Request

(Includi ng Self

Service)

Receive PO and

Issue Orders

Implement &

C onfigure Service

Te st Se rvic e

End-to-End

Activate Service

Allocate Specific

Resources to

Services

Allo ca te & Deliver

Resource

Collect, Update &

Report Resource

C onfiguration Data

Configure &

Activate Resource

Test Resource

Track Order &

Manage Jeopardy

Track & Manage

Work Ord ers

PO (for standard

pre-approved

change) received

Complete Order

Incident closed

Indicates process is continually checked, or pr ovi des updates on progr ess

Indi cates pr ocess flow is optional

Indicates process is continually checked, or pr ovi des updates on progr ess

Indi cates pr ocess flow is optional

Figure 10: Incident Management Service Request (standard pre-approved changes)

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Next steps and other issues

Further work

The eTOM Team has established a method and diagramming technique for the analysis and representation of ITIL

processes, with an application of these to Incident Management and Change Management. It is proposed to extend this

analysis and representation to the other ITIL processes for Service Support and Service Delivery.

Standards for IT Service Management (BS15000, AS8018,

ISO20000 international standard)

The best-practice processes promoted in ITIL both support and are supported by the British Standards Institution’s Standard

for IT Service Management (BS15000). The Australian Standard, AS8018, is based upon BS15000 and has a different

foreword. Notably it is described as a Standard for ICT Service Management, as distinct from an IT Service management

Standard.

The BSI Management Overview (PD0005), BS15000-1 (Specification for service management), BS15000-2 (Code of

practice for service management) and the ITIL series form part of the same logical structure. The BSI Management Overview

serves as a management introduction to the detailed guidance in ITIL, and correspondingly, the individual ITIL books offer

expanded information and guidance on the subjects addressed within BS15000.

The scope of Service Management in BS15000 is categorised into Service Delivery Processes, Release Process, Resolution

Processes, Relationship Processes and Control Processes. Incident Management is within Resolution Processes and,

generally, the ITIL processes are a subset of those in BS15000.

ITIL is slated to be adopted by ISO in 2005 as ISO20000.

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ItSMF

Contact between the TMF and itSMF has taken place on an earlier document relating eTOM and ITIL (TMF GB921L); further

contact is ongoing between the organisations in order to develop the description of the relationship and linkages to the

mutual benefit of both communities.

Certification

A formal certification scheme for BS15000 is now in place; the scheme is owned by the itSMF and operated by independent

auditors. A similar arrangement is in place in Australia. Six companies world-wide were certified to some extent by

September 2004.

ITIL in the international context

Industry analysts such as Gartner speculate that ITIL will be considered or adopted by most companies world-wide by 2006.

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Annex 1: Terminology

eTOM and ITIL terminology

When mapping between eTOM and ITIL it is important to understand the meanings of the different terms that are used in

each framework. This table sets out some of the ITIL terms and their definitions and aims to provide equivalent eTOM terms

(taken from TM Forum document TMF044 version 2). Many of the ITIL terms have no eTOM equivalence and are included

for completeness.

ITIL Term Definition eTOM

Equivalent

Term

Definition Comment

Alert Warning that an incident has occurred. Alarm An alerting indication of a condition that may

have immediate or potential negative impact on

the state of service resources, e.g. network

element, application, system, etc.

Asset Component of a business process.

Assets can include people,

accommodation, computer systems,

networks, paper records, fax

machines, etc.

Resource Resources represent physical and non-physical

components used to construct Services. They

are drawn from the Application, Computing and

Network domains, and include, for example,

Network Elements, software, IT systems, and

technology components.

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ITIL Term Definition eTOM

Equivalent

Term

Definition Comment

Availability Ability of a component or service to

perform its required function at a

stated instant or over a stated period of

time. It is usually expressed as the

availability ratio, i.e., the proportion of

time that the service is actually

available for use by the customers

within the agreed service hours.

Availability

performance

Service

Availability

The ability of an item to be in the state to

perform a required function at a given instant of

time or at any instant of time within a given time

interval, assuming that the external resources, if

required, are provided. Note that this ability

depends on the combined aspects of the

reliability performance, the maintainability

performance and the maintenance support

performance of an item. In the definition of the

item, the external resources required must be

delineated. The term availability is used as an

availability performance

A measure of the fraction of time during a

defined period when the service provided is

deemed to be better than a defined QoS

threshold. SA is measured in the context of a

SLA between the Customer and the Service

Provider concerned. It is expressed as a

percentage (SA%) to indicate the time during

which the contracted service (e.g. SVCs, PVCs,

end-to-end circuits including protocols,

applications, etc.) at the respective SAPs is

operational. Operational means that the

Customer has the ability to use the service as

specified in the SLA (TMF 701 modified).

Within ITIL the concept of Availability covers

both eTOM terms.

Baseline A snapshot or a position which is

recorded. Although the position may

be updated later, the baseline remains

unchanged and available as a

reference of the original state and as a

comparison against the current

position (PRINCE2).

(awaiting further

analysis)

Before a Service/Resource can be configured to

deliver a new or improve a

Product/Service/Resource the current status of

the Services/Resources must be understood

Baselining Process by which the quality and cost-

effectiveness of a service is assessed,

usually in advance of a change to the

service. Baselining usually includes

comparison of the service before and

after the change or analysis of trend

information. The term benchmarking is

usually used if the comparison is made

against other enterprises.

(awaiting further

analysis)

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ITIL Term Definition eTOM

Equivalent

Term

Definition Comment

Business

Process

A group of business activities

undertaken by an organisation in

pursuit of a common goal. Typical

business processes include receiving

orders, marketing services, selling

products, delivering services,

distributing products, invoicing for

services, accounting for money

received. A business process usually

depends upon several business

functions for support, e.g., IT,

personnel, and accommodation. A

business process rarely operates in

isolation, i.e., other business

processes will depend on it and it will

depend on other processes.

Business

Process Activities that a business can

engage in (and for which it

would generally want one or

more partners). A Business

Process is formally recorded in

XML form conforming to the

Business Process

Specification Schema but may

also be modeled in UML.

Category Classification of a group of

Configuration Items, change

documents or problems.

(awaiting further

analysis)

The eTOM does not have the concept of the

CMDB in ITIL. In order to understand the

relationship between Configuration Items held

within the CMDB, the Configuration Items are

assigned to Categories (ie Router, Switch,

Service)

Change The addition, modification or removal

of approved, supported or baselined

hardware, network, software,

application, environment, system,

desktop build or associated

documentation.

(awaiting further

analysis)

ITIL provides a ridged framework within which

Change is controlled.

Change

Authority

A group that is given the authority to

approve change, e.g., by the Project

Board. Sometimes referred to as the

Configuration Board.

(awaiting further

analysis)

Change Control The procedure to ensure that all

changes are controlled, including the

submission, analysis, decision-making,

approval, implementation and post-

implementation of the change.

(awaiting further

analysis)

Change

Document

Request for Change, change control

form, change order, change record.

(awaiting further

analysis)

Change History Auditable information that records, for

example, what was done, when it was

done, by whom and why.

(awaiting further

analysis)

Charging The process of establishing charges in

respect of business units, and raising

the relevant invoices for recovery from

customers.

(awaiting further

analysis)

Essential the billing engine/charging mechanism

by which Customers are charged for Services.

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ITIL Term Definition eTOM

Equivalent

Term

Definition Comment

Classification

(Configuration

Management)

Process of formally grouping

Configuration Items by type, e.g.,

software, hardware, documentation,

environment, application.

(awaiting further

analysis)

Classification

(Change

Management)

Process of formally identifying changes

by type e.g., project scope change

request, validation change request,

infrastructure change request.

(awaiting further

analysis)

Classification

(Problem

Management)

Process of formally identifying

incidents, problems and known errors

by origin, symptoms and cause.

(awaiting further

analysis)

Closure When the customer is satisfied that an

incident has been resolved.

(awaiting further

analysis)

Configuration

Baseline

Configuration of a product or system

established at a specific point in time,

which captures both the structure and

details of the product or system, and

enables that product or system to be

rebuilt at a later date.

(awaiting further

analysis)

Configuration

Control

Activities comprising the control of

changes to Configuration Items after

formally establishing its configuration

documents. It includes the evaluation,

coordination, approval or rejection of

changes. The implementation of

changes includes changes, deviations

and waivers that impact on the

configuration.

(awaiting further

analysis)

Configuration

Documentation

Documents that define requirements,

system design, build, production, and

verification for a Configuration Item.

(awaiting further

analysis)

Configuration

Identification

Activities that determine the product

structure, the selection of

Configuration Items, and the

documentation of the Configuration

Item’s physical and functional

characteristics including interfaces and

subsequent changes. It includes the

allocation of identification characters or

numbers to the Configuration Items

and their documents. It also includes

the unique numbering of Configuration

control forms associated with changes

and problems.

(awaiting further

analysis)

System/Network auditing

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ITIL Term Definition eTOM

Equivalent

Term

Definition Comment

Configuration

Item (CI)

Component of an infrastructure – or an

item, such as a Request for Change,

associated with an infrastructure –

which is (or is to be) under the control

of Configuration Management. CIs

may vary widely in complexity, size

and type – from an entire system

(including all hardware, software and

documentation) to a single module or a

minor hardware component.

(awaiting further

analysis)

Configuration

Management

Database

(CMDB)

A database which contains all relevant

details of each CI and details of the

important relationships between CIs.

(awaiting further

analysis)

Configuration

Structure

A hierarchy of all the CIs that comprise

a configuration.

(awaiting further

analysis)

Contingency

Planning

Planning to address unwanted

occurrences that may happen at a later

time. Traditionally, the term has been

used to refer to planning for the

recovery of IT systems rather than

entire business processes.

(awaiting further

analysis)

Continuous

Service

Improvement

Programme

An ongoing formal programme

undertaken within an organisation to

identify and introduce measurable

improvements within a specified work

area or work process.

(awaiting further

analysis)

Would be part of the SIP processes for example

PLM

Customer Recipient of the service; usually the

customer management has

responsibility for the cost of the

service, either directly through

charging or indirectly in terms of

demonstrable business need.

Customer The term Customer refers to companies or

organizations that buys products and services

from the Enterprise or receives free offers or

services. A Customer may be a person or a

business.

The Customer is the ultimate buyer of a network

service, but the end user may or may not be the

one who pays for the service.

Differential

Charging

Charging business customers different

rates for the same work, typically to

dampen demand or to generate

revenue for spare capacity. This can

also be used to encourage off-peak or

night-time running.

(awaiting further

analysis)

Downtime Total period that a service or

component is not operational, within

agreed service times.

(awaiting further

analysis)

End User See ‘user’. (awaiting further

analysis)

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ITIL Term Definition eTOM

Equivalent

Term

Definition Comment

First-Line

Support

Service Desk call logging and

resolution (on agreed areas, for

example, MS Word).

(awaiting further

analysis)

Function The actions of intended purpose of a

person, team or thing in a specific role.

Service Management functions may be

considered as high-level business

activities, often with a broad scope and

associated with a particular job,

consisting of a collection of lower level

activities. The characteristics of a

function are that it is continuous and

represents a defining aspect of the

business enterprise. It is usually

associated with more then one process

and contributes to the execution of

those processes. Rarely do (or should)

functions mirror the organisational

structure

(awaiting further

analysis)

ICT The convergence of Information

Technology, Telecommunications and

Data Networking Technologies into a

single technology.

(awaiting further

analysis)

Impact Measure of the business criticality of

an incident. Often equal to the extent

to which an incident leads to distortion

of agreed or expected Service Levels.

(awaiting further

analysis)

Impact Analysis The identification of critical business

processes, and the potential damage

or loss that may be caused to the

organisation resulting from a disruption

to those processes.

(awaiting further

analysis)

Incident Any event which is not part of the

standard operation of a service and

which causes, or may cause, an

interruption to, or a reduction in, the

quality of that service.

Fault

The inability of an item to perform a required

function, excluding that inability due to

preventive maintenance, lack of external

resources or planned actions. Note that a fault is

often the result of a failure of the item itself, but

may exist without prior failure.

Incident Control The process of identifying, recording,

classifying and progressing incidents

until affected services return to normal

operation.

(awaiting further

analysis)

Information

Systems (Is)

The means of delivering information

from one person to another; ICT is the

technical apparatus for doing so.

(awaiting further

analysis)

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ITIL Term Definition eTOM

Equivalent

Term

Definition Comment

IT Service A described set of facilities, IT and

non-IT, supported by the IT Service

Provider that fulfils one or more needs

of the customer and that is perceived

by the customer as a coherent whole.

(awaiting further

analysis)

IT Service

Provider

The role of IT Service Provider is

performed by any organisational units,

whether internal or external, that

deliver and support IT services to a

customer.

(awaiting further

analysis)

Key Business

Drivers

The attributes of a business function

that drive the behaviour and

implementation of that business

function in order to achieve the

strategic business goals of the

company.

(awaiting further

analysis)

Key

Performance

Indicator

A measurable quantity against which

specific Performance Criteria can be

set when drawing up the SLA.

(awaiting further

analysis)

Key Success

Indicator

A measurement of success or maturity

of a project or process.

(awaiting further

analysis)

Knowledge

Management

Discipline within an organisation that

ensures that the intellectual

capabilities of an organisation are

shared, maintained and

institutionalised.

(awaiting further

analysis)

Known Error An incident or problem for which the

root cause is known and for which a

temporary Work-around or a

permanent alternative has been

identified. If a business case exists, an

RFC will be raised, but, in any event, it

remains a known error unless it is

permanently fixed by a change.

(awaiting further

analysis)

Metric Measurable element of a service

process or function.

(awaiting further

analysis)

Operational

Level

Agreement

(OLA)

An internal agreement covering the

delivery of services which support the

IT organisation in their delivery of

services.

(awaiting further

analysis)

Operations

All activities and measures to enable

and/or maintain the intended use of the

ICT infrastructure.

(awaiting further

analysis)

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ITIL Term Definition eTOM

Equivalent

Term

Definition Comment

Outsourcing The process by which functions

performed by the organisation are

contracted out for operation, on the

organisation’s behalf, by third parties.

Outsourcing Outsourcing is when an enterprise contracts out

one or more of its internal processes and/or

functions out to an outside company.

Outsourcing moves enterprise resources to an

outside enterprise and keeping a retained

capability to manage the relationship with the

outsourced processes.

Performance

Criteria

The expected levels of achievement

which are set within the SLA against

specific Key Performance Indicators.

(awaiting further

analysis)

Priority Sequence in which an incident or

problem needs to be resolved, based

on impact and urgency.

(awaiting further

analysis)

Problem Unknown underlying cause of one or

more incidents.

Fault

Trouble

Failure

The inability of an item to perform a required

function, excluding that inability due to

preventive maintenance, lack of external

resources or planned actions. Note that a fault is

often the result of a failure of the item itself, but

may exist without prior failure.

The perception of a fault or degradation that is

judged to require maintenance.

The termination of the ability of an item to

perform a required function. Note that after a

failure the item has a fault

Process A connected series of actions,

activities, changes, etc., performed by

agents with the intent of satisfying a

purpose or achieving a goal.

Process A Process describes a systematic, sequenced

set of functional activities that deliver a specified

result. In other words, a Process is a sequence

of related activities or tasks required to deliver

results or outputs.

Process Control The process of planning and

regulating, with the objective of

performing the process in an effective

and efficient way.

(awaiting further

analysis)

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ITIL Term Definition eTOM

Equivalent

Term

Definition Comment

Quality Of

Service

An agreed or contracted level of

service between a service customer

and a Service Provider.

(awaiting further

analysis)

The collective effect of service performances

which determine the degree of satisfaction of a

user of the service. Note that the quality of

service is characterized by the combined

aspects of service support performance, service

operability performance, service integrity and

other factors specific to each service.

The collective effect of service

performance, which determines the

degree of satisfaction of a user of

the service.

Request For

Change (RFC)

Form, or screen, used to record details

of a request for a change to any CI

within an infrastructure or to

procedures and items associated with

the infrastructure.

(awaiting further

analysis)

Resolution Action which will resolve an incident.

This may be a Work-around.

(awaiting further

analysis)

Resources The IT services section needs to

provide the customers with the

required services. The resources are

typically computer and related

equipment, software, facilities or

organisational (people).

(awaiting further

analysis)

Risk Reduction

Measure

Measures taken to reduce the

likelihood or consequences of a

business disruption occurring (as

opposed to planning to recover after a

disruption).

(awaiting further

analysis)

Second-Line

Support

Where the fault cannot be resolved by

first-line support or requires time to be

resolved or local attendance.

(awaiting further

analysis)

Service One or more IT systems which enable

a business process.

Service Services are developed by a Service Provider for

sale within Products. The same service may be

included in multiple products, packaged

differently, with different pricing, etc.

A telecommunication service is a set of

independent functions that are an integral part of

one or more business processes. This functional

set consists of the hardware and software

components as well as the underlying

communications medium. The Customer sees all

of these components as an amalgamated unit.

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ITIL Term Definition eTOM

Equivalent

Term

Definition Comment

Service

Achievement

The actual Service Levels delivered by

the IT organisation to a customer

within a defined life span.

(awaiting further

analysis)

Service

Catalogue

Written statement of IT services,

default levels and options.

(awaiting further

analysis)

Product Catalogure?

Service Desk The single point of contact within the IT

organisation for users of IT services.

Customer

Contact Point

A physical or conceptual point at which a Service

Provider can interact with any Customer of the

offered service for the purpose of maintaining

communication services

Service Level The expression of an aspect of a

service in definitive and quantifiable

terms.

(awaiting further

analysis)

Service Level

Agreement

(SLA)

Written agreement between a Service

Provider and the customer(s) that

documents agreed Service Levels for a

service.

(awaiting further

analysis)

A formal negotiated agreement between two

parties, sometimes called a Service Level

Guarantee. It is a contract (or part of one) that

exists between the Service Provider and the

Customer, designed to create a common

understanding about services, priorities,

responsibilities, etc.

Service

Management

Management of Services to meet the

customer’s requirements.

(awaiting further

analysis)

Service

Provider

Third-party organisation supplying

services or products to customers.

Information and

Communications

Service Provider

(ICSP)

A company or organization that provides

telecommunication services as a business. SPs

may operate networks, or they may simply

integrate the services of other providers in order

to deliver a total service to their Customers.

Providing a telecommunication service to any

one end Customer may involve multiple SPs,

where one provider may “sub-contract” with

other providers to fulfil the Customer’s needs.

The term Service Provider is now being used

generically and may include Telecom Service

Providers (TSPs), Internet Service Providers

(ISPs), Application Service Providers (ASPs)

and other organizations that provide services,

e.g. internal IT organizations that need or have

SLA capabilities or requirements.

Service

Request

Every incident not being a failure in the

IT Infrastructure.

Purchase Order

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ITIL Term Definition eTOM

Equivalent

Term

Definition Comment

Services The deliverables of the IT services

organisation as perceived by the

customers; the services do not consist

merely of making computer resources

available for customers to use.

(awaiting further

analysis)

Services are developed by a Service Provider for

sale within Products. The same service may be

included in multiple products, packaged

differently, with different pricing, etc.

A telecommunication service is a set of

independent functions that are an integral part of

one or more business processes. This functional

set consists of the hardware and software

components as well as the underlying

communications medium. The Customer sees all

of these components as an amalgamated unit.

System An integrated composite that consists

of one or more of the processes,

hardware, software, facilities and

people, that provides a capability to

satisfy a stated need or objective.

(awaiting further

analysis)

Third-Line

Support

Where specialists’ skills (e.g.,

development/engineer) or contracted

third-party support is required.

(awaiting further

analysis)

Third-Party

Supplier

An enterprise or group, external to the

customer’s enterprise, which provides

services and/or products to that

customer’s enterprise.

Third-Party

Supplier

The Third Party Service Provider provides

services to the Enterprise for integration or

bundling as an offer from the enterprise to the

Customer. Third party service providers are part

of an enterprise’s seamless offer. In contrast, a

complementary service provider is visible in the

offer to the enterprise’s customer, including

having customer interaction.

Urgency Measure of the business criticality of

an incident or problem based on the

impact and the business needs of the

customer.

(awaiting further

analysis)

User The person who uses the service on a

day-to-day basis.

End User The End User is the actual user of the Products

or Services offered by the Enterprise. The end

user consumes the product or service. See also

Subscriber.

Work-Around Method of avoiding an incident or

problem, either from a temporary fix or

from a technique that means the

customer is not reliant on a particular

aspect of the service that is known to

have a problem.

(awaiting further

analysis)

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ITIL Term Definition eTOM

Equivalent

Term

Definition Comment

Workloads In the context of Capacity

Management Modelling, a set of

forecasts which detail the estimated

resource usage over an agreed

planning horizon. Workloads generally

represent discrete business

applications and can be further

subdivided into types of work

(interactive, timesharing, batch).

(awaiting further

analysis)

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Annex 2: Correlation Table eTOM / ITIL Incident Management

Strong correlation Medium correlation Low correlation

Incident Management

Supply Chain Development & Management (SCD&M Processes)

Supply Chain Capability Delivery (SCD&M - ILM)

Manage the Tender Process (SCD&M – ILM)

Customer Relationship Management CRM Processes

Customer Interface Management (CRM –FAB)

Selling (CRM - F)

Order Handling (CRM - F)

Receive PO and Issue Orders

Track Order & Manage Jeopardy

Complete Order

Problem Handling (CRM - A)

Isolate Problem & Initiate Resolution

Report Problem

Track and Manage Problem

Close Problem

Customer QoS/SLA Management (CRM – A

Retention & Loyalty (CRM - FAB)

Service Management & Operations Processes (SM&O)

Service Configuration & Activation (SM&O - F)

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Track & Manage Work Orders

Service Problem Management (SM&O - A)

Evaluate & Qualify Problem

Diagnose Problem

Plan & Assign Resolution

Track & Manage Resolution

Close & Report

Resource Management & Operations (RM&O) Processes

Resource Provisioning (RM&O - F)

Configure & Activate Resource (RM&O – F)

Resource Trouble Management (RM&O - A)

Survey & Analyze Resource Trouble (RM&O – A)

Localize Resource Trouble (RM&O – A)

Correct & Recover Resource Trouble (RM&O – A)

Track & Manage Resource Trouble (RM&O – A)

Close Resource Trouble (RM&O – A)

Resource Performance Management (RM&O - A)

Supplier/Partner Relationship Management (S/PRM) Processes

S/PRM Operations Support & Readiness (S/PRM - OSR)

Support S/P Performance Management

S/P Requisition Management (S/PRM - F)

S/P Problem Reporting & Management (S/PRM - A)

Report Problem to S/P

Receive & Notify Problem from S/P

Manage S/P Problem Resolution

S/P Interface Management (S/PRM - FAB)

Manage S/P Requests (Including Self Service)

Analyze & Report S/P Interactions

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Annex 3: A combined eTOM and ITIL process

approach

Customer oriented business

view

A combined eTOM-ITIL approach represents an opportunity to ICSP’s and

more specifically for their service delivery workforce to learn about a

process standard being used by their enterprise customers in their

strategic business environment. The business value this could deliver can

be articulated as follows:

Focused customer communication: Using the same process jargon as

being used by enterprises to communicate details around service delivery

in an IT environment will facilitate and improve the communication

between ICSP’s and their respective enterprise customers.

Improved service offering: Being able to communicate on the same

wavelength with their respective enterprise customers will allow ICSP’s to

extend their comprehension on service requirements hereby being able to

customize services to particular business requirements.

Customer satisfaction: Speaking the same business process language

and being able to deliver services that are addressing the customer

requirements will improve customer satisfaction.

The high level layout of an eTOM-ITIL combined process environment and

the interaction between the two is shown in Figure A3/1 below.

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Figure A3/1: Value of an eTOM-ITIL combined process environment

The interaction between the ICSP and enterprise customer will be partially

based on ITIL while the actual service delivery process is eTOM framed.

The service operations activities will be based upon the eTOM framework

where ITIL could deliver components to constitute the actual end to end

eTOM process.

The enterprise company will be able to continue to use ITIL has the

business process framework supporting the ICT department in the internal

delivery of services. It will be the mapped approach of eTOM-ITIL at the

ICSP level that will assure customer communication transparency.

ICSP internal oriented

business view

A combined eTOM-ITIL business process framework gives an opportunity

to service providers to use the best of both worlds to strengthen and/or

constitute a strategic business process environment. This by using:

eTOM’s business perspective and wide scope 

 ITIL’s details and process best practice definitions

Both process framework are complementary to each other and can deliver

incremental value to the process standardization efforts.

A combined eTOM-ITIL approach will streamline and consolidated

separate process environments hereby creating an opportunity to identify

redundant areas and opportunities for process improvement. In summary

the benefits could be articulated as follows:

OPEX optimization: Redundant functions could be consolidated and

integrated hereby reducing the cost of process operations.

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Clarity on process strategy: A clear strategy on business process

frameworks will minimize and even avoid disputes between departments

and process verticals.

Process environment complexity reduction: An integration of two process

environments into one horizontal process layout will remove vertical

process boundaries and eliminate the need of unnecessary interactions

with dispersed process building blocks being part of a split process

environment. Also the re-usability of standard process building blocks will

reduce the necessity to develop add-hock process building blocks.

Clearer communication: Simplification and reduced number of

measurement points will improve the communication with the ICSP’s

executive management around service delivery & process performance

metrics.

Figure A3/2 below shows from a high level viewpoint the advantages of a

split versus combined process environment as articulated above.

Figure A3/2 – Split versus combined process environment

Simpler and clearer communication with the executive management and

being able to deliver metrics that really matter for the strategic directions of

the ICSP company will increase the importance of a combined and

standard based process environment.

A combined process strategy will improve customer engagements around

service delivery and will create a good foundation to address the future

process requirements for the next generation networks and services.

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Administrative Appendix

Acknowledgements

This document release has been developed with the contribution and

assistance of individuals and companies active in both the TM

Forum/eTOM community and the itSMF/ITIL community. The main

contributors for this interim release are:

 Philip Williams, BT Group, (eTOM/ITIL SubTeam

Lead)

 Sandra Hausmann, Casewise

 Tony Verspecht, Cisco Systems

 Karen Shepherd, Gefion

 Nick Webb, QinetiQ

 Bridget Bannear, Telstra

 Mike Kelly, TM Forum

In addition, valuable comments and directional reviews from the following

people are also greatly appreciated:

 Jenny Huang, AT&T

 Martin Huddleston, QinetiQ

See main document (GB921) for other acknowledgements.

About this document

This is a TM Forum Application Note. This provides additional guidance on

the application of other TMF artifacts (in this case, principally eTOM).

Document Life Cycle

The “Enhanced Telecom Operations Map® (eTOM) The Business

Process Framework For The Information and Communications Services

Industry” has been issued as Release 6.0 with a Guidebook Number of

921. This document (GB921V) is provided for information only and will be

updated or superseded in a future eTOM Release as further information

GB921V Release 6.0 Version 6.1 TeleManagement Forum 2005 Page 71 of 74

Enhanced Telecom Operations Map® (eTOM)

and analysis in this area is developed, and as the result of TMF Member

comments on it.

See main document (GB921) for further information on the eTOM Solution

Suite documents.

Time Stamp

This version of GB921V is expected to be updated within six months of

release.

How to obtain a copy

An electronic copy of the eTOM Business Process Framework can be

downloaded at the TM Forum Web Site (http://www.tmforum.org). Contact

the TM Forum office (see previously for contact details, or via the web site)

for any further information.

How to comment on the

document

Comments must be in written form and addressed to the contacts below

for review with the project team. Please send your comments and input to:

Mike Kelly, TM Forum

eTOM Program Manager

mkelly@tmforum.org

Please be specific, since your comments will be dealt with by a team

evaluating numerous inputs and trying to produce a single text. Thus, we

appreciate significant specific input. We are looking for more input than

“word-smith” items, however editing and structural help are greatly

appreciated where better clarity is the result.

Document History

Version History

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Enhanced Telecom Operations Map® (eTOM)

Version

Number

Date Modified Modified by: Description

of changes

6.0.1 to

6.0.7

Mar-Aug 2005 Philip Williams Updates to

include

Change

Management

6.0.8 29 Sept 05 Mike Kelly Final editing

to prepare for

Team

Approval

6.0.9 Oct 05 Mike Kelly Fixed

diagrams 7

and 8

(accidentally

reversed)

6.1 November 2005 Tina O'Sullivan Minor

corrections

prior to

Member

Evaluation.

Release History

Release Date Purpose

eTOM

Addendum

V Release

4.6

05/04 Launch of this Application Note, packaged as

GB921V for this release.

Provides an interim view of analysis of eTOM/ITIL

linkage, and will be updated and enlarged in future

releases

eTOM

Addendum

V Release

5.0

Mar 05 Update to merge previous GB921L content

eTOM

Addendum

V Release

6.0

Sept

05

Update with Change Management detail

Summary of Changes in this

Version

The major change from the previous version (GB921V 6.0) is introduction

of new material around ITIL Change Management.

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See main document (GB921) for further change information and future

additions.

References

Related or Source Documents

See main document (GB921) for references.