The Enhanced Telecom Operations Map (Etom): Introduction, Purpose and Benefits
The Enhanced Telecom Operations Map (eTOM): Introduction, Purpose and Benefits
The Telecommunication industry operates in a dynamic market where the key to success is adaptability with agility. In the traditional scenario, Telecom Service providers delivered end-to-end services to their customers. They used to control almost the entire value chain. However in the present liberalized marketplace, they now have to face challenges like stiffer competition, higher customer expectations, falling market share and growing price pressures. To respond to these challenges, Service providers have to go beyond self contained boundaries. They have to broaden their business relationship with suppliers, partners and customers and work out outsourcing arrangements. Even though the Service providers worldwide encounter different regulatory environments and have different strategies to stay relevant in the industry, they have similar needs, challenges, risks and struggles to remain profitable in the face of unprecedented churns in the market.
The increased complexities of competing in a deregulated environment led to identification of a clear need for the Telecom industry to define and understand its business processes in order to tackle the growing market pressures. The industry needed a standardized process view for suppliers and partners so that they can build enterprise systems that combine third party and in-house developments. To realize these needs, a framework or a model was required that focused on the business processes used, the linkages between processes, the identification of interfaces, and the use of Customer, Service, Resource, Supplier/Partner and other information by multiple processes.
Since the 1980s and ‘90s, Telecom companies used few models to express the system and functional requirements. Models like Telecommunications Management Network (TMN) and Fault, Configuration, Accounting, Performance, and Security Management (FCAPS) were the most popular.
The Telecommunication industry operates in a dynamic market where the key to success is adaptability with agility. In the traditional scenario, Telecom Service providers delivered end-to-end services to their customers. They used to control almost the entire value chain. However in the present liberalized marketplace, they now have to face challenges like stiffer competition, higher customer expectations, falling market share and growing price pressures. To respond to these challenges, Service providers have to go beyond self contained boundaries. They have to broaden their business relationship with suppliers, partners and customers and work out outsourcing arrangements. Even though the Service providers worldwide encounter different regulatory environments and have different strategies to stay relevant in the industry, they have similar needs, challenges, risks and struggles to remain profitable in the face of unprecedented churns in the market.
The increased complexities of competing in a deregulated environment led to identification of a clear need for the Telecom industry to define and understand its business processes in order to tackle the growing market pressures. The industry needed a standardized process view for suppliers and partners so that they can build enterprise systems that combine third party and in-house developments. To realize these needs, a framework or a model was required that focused on the business processes used, the linkages between processes, the identification of interfaces, and the use of Customer, Service, Resource, Supplier/Partner and other information by multiple processes.
Since the 1980s and ‘90s, Telecom companies used few models to express the system and functional requirements. Models like Telecommunications Management Network (TMN) and Fault, Configuration, Accounting, Performance, and Security Management (FCAPS) were the most popular.