新一代运营支撑系统新一代运营支撑系统NGOSS and eTOM 讨论内容讨论内容电信管理论坛-NGOSS和eTOM的推动者内容小结传统运营支撑系统面临的挑战电信运营的新特征增强的电信运营视图（eTOM ）新一代运营支撑系统（NGOSS ）简介中国电信集团上海研发中心第3页共32页ETOM过程框架程框架（一（一（一（一级视图级视图）运营运营服务实现服务保障服务计费运营支持&准备客户关系管理服务管理 &运营资源管理 &运营(应用、设备和网络)供应商 /合作伙伴关系管理企业企业管理管理战略 &企业规划财务 & 资产管理容灾恢复、安全&欺诈管理企业质量管理、流程、IT规划 &架构品牌管理、市场调查 &广告股东 &外部关系管理调研开发、技术引进人力资源管理战略、基础设施战略、基础设施&产品产品产品生命周期管理基础设施生命周期管理战略 &决策营销 &定价管理服务开发 &管理资源开发 &管理(应用、设备和网络)供应链开发&管理客户客户运营运营服务实现服务保障服务计费运营支持&准备客户关系管理服务管理 &运营资源管理 &运营(应用、设备和网络)供应商 /合作伙伴关系管理企业企业管理管理战略 &企业规划财务 & 资产管理容灾恢复、安全&欺诈管理企业质量管理、流程、IT规划 &架构品牌管理、市场调查 &广告股东 &外部关系管理调研开发、技术引进人力资源管理战略、基础设施战略、基础设施&产品产品产品生命周期管理基础设施生命周期管理战略 &决策营销 &定价管理服务开发 &管理资源开发 &管理(应用、设备和网络)供应链开发&管理客户客户客户客户电信运营的新特征电信运营的新特征由以业务为中心，演变为以客户为中心企业内部流程集成性增强；流程的实时性、自动化要求；业务策略成为竞争的关键要素，业务创新、产品营销的支撑要求增强；运营策略、管理流程调整周期缩小，企业的动态性增强。通信行业的演进趋势通信行业的演进趋势垄断经营垄断经营 _ 开放市场开放市场电路交换电路交换_IP网络网络固定固定 _ 移动移动语音语音 _ 数据数据YesterdayTodayTomorrowTomorrowPersonal information servicesEntertainment servicesBusiness to business servicesMultimedia TeleconferencingBasic and Enhanced VoiceMultimedia Content DeliveryVideo Streaming ServicesSpecialized Information ServiceseCommerce ApplicationsLocation based servicesWeb-Based Service OrdersData Backup/Recovery ServicesVoice Over IP ServicesText to voice servicesMultimedia Bridging ServicesEnhanced voicemail servicesVoicemail servicesBasic Voice Services业务多元化趋势业务多元化趋势Basic Voice ServicesAudio TeleconferencingPre-pay servicesNetwork ACD ServicesEnhanced voicemail servicesVoicemail servicesSMS Text MessagingWeb/Internet AccessBasic EMail旧有系统面临的挑战旧有系统面临的挑战业务开发速度要求日益提高实时的业务部署要求跨越多种技术和平台的QoS要求主动的、实时的、基于内容的、基于位置的多种计费策略的要求 客户自助服务的能力要求 旧有系统的困境旧有系统的困境市场对速度的要求，超越了现有管理能力的极限。开发时间过长，费用太昂贵、风险太大打破常规重新思考打破常规重新思考从从 铁匠铺铁匠铺 开始的软件开始的软件.通过组装和配置快速生成产品通过组装和配置快速生成产品新一代新一代 OSS - OSS -改变着我们构建改变着我们构建管理软件的方式管理软件的方式由超过400家的电信运营商、设备(软件）提供商和系统提供商组成。专著于运营管理和业务流程自动化工作。v通过在全球电信行业内推动技术和解决方案，TMF提供大量的行业知识；推动企业间达成一致的协议；提供试验和合作开发的机会电信管理论坛（电信管理论坛（TMF）Industry Industry conferences/conferences/exposexposWeb basedWeb based services servicesSeminars/Seminars/trainingtraining programs programsCreate,Create,stimulate,stimulate,interpret,interpret,catalogue,catalogue,collate,collate,package,package,distributedistributeknowledgeknowledgeMarket researchMarket researchProductProduct catalogues cataloguesPublishedPublished reports reportsIndustry newsIndustry newsAcademic/Academic/ government governmentinformationinformationCatalystCatalyst projects projectsTechnologyTechnologytrialstrialsCollaborativeCollaborativeR&D projectsR&D projectsIndustryIndustry requirements requirementsPresentations/ Presentations/ white paperswhite papersBusiness casesBusiness casesTMF与业界的合作与业界的合作TMF重点关注的领域重点关注的领域在以下领域提供战略指导：v新一代 OSS (NGOSS)v业务流程建模和自动化v管理NGN网络的相关技术v业务管理v基于Web的客户关怀 (e-Care) 与客户关系管理 (CRM)v系统集成什么是什么是 NGOSS?New Generation Operations Systems and Software业界公认的, 新一代 OSS/BSS的业务框架包括向运营商、设备供应商和系统集成商提供的工具和指导v运营流程, 系统与软件集成图v开发架构v文档、模型和参考代码目标 = 快速开发灵活的、低成本的满足互联网经济业务要求的支撑系统。广泛的思维源泉广泛的思维源泉NGOSS商用组件COTS ITU-T的TMN业务流程企业管理NGOSS 关键要素关键要素 业务流程和信息模型的定义定义系统框架（将在其上建立具体系统）通过一系列的合作开发的催化项目提供可行的实现方案和多厂商的功能展示。创建基于知识库的文档、模型和代码库，以支持开发商、集成商和用户的工作。NGOSS 的核心概念的核心概念方法学（Methodology ）系统化的NGOSS构建的原则和流程。视点（Viewpoint ）对一个系统特定的关注点 (IEEE Std 1471-2000)框架（Framework ） 支撑性的完整的结构体系架构（Architecture ）进行设计和构造的风格与方法。系统观点系统观点实现观点实现观点NGOSSKnowledgeBaseNeedModelValidateRun业务观点业务观点Contract InterfaceService Implementation运行观点运行观点NGOSS 的方法论（的方法论（Methodology）Methodology system of principles and procedures applied to a disciplineViewpoint focus on particular concerns within a system (IEEE Std 1471-2000)NGOSS 视图视图 NGOSS的方法学从业务、系统、实现和运行等四个方面对NGOSS知识体系进行划分，形成相应的业务视图、系统视图、实现视图、运行视图。业务视图：描述电信运营的业务需求，用流程管理的观点看待电信运营，核心文件是eTOM(增强的电信运营图）系统视图：描述与技术无关的结构和模式，主要是系统结构、共享信息和数据模型（TNA/SIM/SID)eTOM - NGOSS的业务视图的业务视图理想的（电信）企业组织图基于模型的业务流视图 从外部所见的业务活动支持的功能 给出了三大流程区域：1）战略、基础设施和产品2）运营 3）企业管理三大流程区域进一步分解为23个一级流程群组和82个二级群组及若干三、四级流程。eTOM enhanced Telecom Operations MapNGOSS 业务视图：业务视图：eTOMOperationsFulfillmentAssuranceBillingOperationsSupport &ReadinessCustomer Relationship ManagementService Management & OperationsResource Management & OperationsSupplier/Partner Relationship Management(Application, Computing and Network)Enterprise ManagementStrategic &EnterprisePlanningFinancial & AssetManagementEnterprise QualityManagement, Process & ITPlanning & ArchitectureStakeholder & ExternalRelations ManagementBrand Management,Market Research &AdvertisingHuman ResourcesManagementDisaster Recovery,Security & FraudManagementResearch &Development,TechnologyAcquisitionStrategy, Infrastructure & ProductProductLifecycleManagementInfrastructureLifecycleManagementStrategy &CommitMarketing & Offer ManagementService Development & ManagementResource Development & ManagementSupply Chain Development & Management(Application, Computing and Network)Customer eTOM的发展简史的发展简史v1995 1998: development of TOM (Telecom Operations Map)v1999: stabilization of TOMv2000 2001: evolution of TOM towards eTOMvMay 2001: eTOM v1.0 for TMF Members EvaluationvOct 2001: eTOM v2.0 for TMF Members EvaluationvJan 2002: eTOM v2.5 for Public EvaluationvMay 2002: eTOM v3.0 is TMF ApprovedvJuly 2002: Addendum to core eTOM released to MembersvCurrent: development of detailed process decompositions and flows in selected application areasTMN分层与分层与 TOM 的水的水平对应关系平对应关系TOM processes are captured in “FAB” area of eTOM OperationseTOM maps the NGOSS Business View运营区运营区OperationsFulfillment AssuranceBillingOperationsSupport &ReadinessCustomer Relationship ManagementService Management & OperationsResource Management & OperationsSupplier/Partner Relationship Management(Application, Computing and Network)“FAB” 为该区域核心为该区域核心 运营支撑和就绪准备从运营支撑和就绪准备从FAB中分离出中分离出来来OperationsFulfillmentAssuranceBillingOperations Support & ReadinessCustomer Relationship ManagementService Management & OperationsResource Management & OperationsSupplier/Partner Relationship Management细分的运营区域细分的运营区域ServiceConfiguration & ActivationServiceProblemManagementService QualityAnalysis, Action & ReportingService & Specific Instance RatingSM&O Support & Process ManagementServiceManagement & Operations ReadinessSupplier/Partner Interface ManagementS/P BuyingS/P Purchase Order ManagementS/P Problem Reporting &ManagementS/P PerformanceManagementS/P Settlements & BillingManagementS/PRM OperationsSupport & Process ManagementS/P Relationship ManagementOperationsReadinessResource Provisioning & Allocation to Service InstanceResourceProblemManagementRM&O Support & ProcessManagementResourceManagement & Operations ReadinessRetention & LoyaltyCustomer Interface ManagementBilling & CollectionsManagementCustomerQoS / SLA ManagementProblemHandlingSellingOrder HandlingMarketingFulfillmentResponseCRM Operations Support & Process ManagementCRM Operations ReadinessSales & Channel ManagementResource Data Collection, Analysis & ControlResource QualityAnalysis, Action & Reporting战略、基础设施和产品区域战略、基础设施和产品区域战略、基础设施和产品区域战略、基础设施和产品区域“SIP” 包含支撑运营的战略和包含支撑运营的战略和生命周期管理流程生命周期管理流程vStrategy & CommitvInfrastructure Lifecycle ManagementvProduct Lifecycle ManagementStrategy, Infrastructure & ProductProductLifecycleManagementInfrastructureLifecycleManagementStrategy &CommitMarketing & Offer ManagementService Development & ManagementResource Development & ManagementSupply Chain Development & Management(Application, Computing and Network)Service Development & ManagementResource Development & ManagementSupply Chain Development & ManagementMarketing & Offer ManagementInfrastructure Lifecycle ManagementProduct Lifecycle ManagementStrategy & CommitStrategy, Infrastructure & Product细分的细分的 SIP 区域区域Supply Chain Strategy & PolicySupply Chain Planning & CommitmentSupply Chain Development & Change ManagementSupply Chain Performance AssessmentSupply Chain CapabilityAvailabilityService Planning & CommitmentService PerformanceAssessmentService Strategy & PolicyService &OperationsCapabilityDeliveryService Development & RetirementResource &Operations CapabilityDeliveryResource PerformanceAssessmentResource & TechnologyStrategy & PolicyResource & TechnologyPlan & CommitmentResource Development Product Development & RetirementProduct & Offer Portfolio Capability DeliveryProduct & Offer Portfolio Strategy,Policy & PlanningMarketingCapability Delivery Product & Offer Business Planning & CommitmentProduct, Marketing & CustomerPerformanceAssessmentCRMCapabilityDeliveryMarketStrategy & Policy Sales & ChannelDevelopment Marketing Communications& Promotion 企业管理层次图企业管理层次图EnterpriseManagementDisasterRecovery,Security &FraudManagementHumanResourcesManagementFinancial &AssetManagementStakeholder &ExternalRelationsManagementEnterpriseQualityManagement,Process & ITPlanning &ArchitectureStrategic &EnterprisePlanningResearch &Development,TechnologyAcquisitionBrandManagement,MarketResearch &AdvertisingGroup EnterpriseManagementBusinessDevelopmentEnterpriseArchitecturePlanningStrategic &Business PlanningFinancialManagementProcurementManagementReal EstateManagementBrandManagementAdvertisingMarket Research& AnalysisWorkforce StrategyEmployee & LaborRelationsManagementWorkforceDevelopmentHR Policies &PracticesPR & CommunityRelationsManagementShareholderRelationsManagementRegulatoryManagementLegal ManagementResearch &DevelopmentTechnologyAcquisitionProcessArchitectureManagement &SupportInformationSystems Strategy& PlanningKnowledgeManagementEnterprise QualityManagementSecurityManagementFraudManagementDisasterRecovery &ContingencyPlanningeTOM - 流程层次图流程层次图 Level 1 Vertical Grouping Level 1 Horizontal GroupingOperationsCustomerFulfillmentAssuranceBillingOperations Support & ReadinessRetention and LoyaltyCustomer Interface ManagementSupplier/Partner Interface ManagementCustomer Relationship ManagementService Management & OperationsResource Management & OperationsSupplier/Partner Relationship ManagementBilling & CollectionsManagementCustomerQoS / SLA ManagementProblemHandlingSellingOrder HandlingMarketingFulfillmentResponseServiceConfiguration & ActivationServiceProblemManagementService QualityAnalysis, Action & ReportingService & Specific Instance RatingResource Provisioning & Allocation to Service InstanceResourceProblemManagementResourceRestorationResource Data Collection, Analysis & ControlS/P BuyingS/P Purchase Order ManagementS/P Problem Reporting &ManagementS/P PerformanceManagementS/P Settlements & BillingManagementCRM Operations Support & Process ManagementCRM Operations ReadinessSM&O Support & Process ManagementServiceManagement & Operations ReadinessRM&O Support & ProcessManagementS/PRM OperationsSupport & Process ManagementS/P Relationship ManagementOperationsReadinessEnterprise ManagementService Development & ManagementResource Development & ManagementSupply Chain Development & ManagementMarketing and Offer ManagementService Planning & CommitmentResource &Operations CapabilityDeliverySupply Chain Strategy & PolicySupply Chain Planning & CommitmentProduct Development & RetirementSupply Chain Development & Change ManagementInfrastructure Lifecycle MgmtProduct Lifecycle MgmtStrategy & CommitStrategy, Infrastructure and ProductProduct & Offer Portfolio Capability DeliveryProduct & Offer Portfolio Strategy,Policy & PlanningMarketingCapability Delivery Product & Offer Business Planning & CommitmentProduct, Marketing & CustomerPerformanceAssessmentService PerformanceAssessmentResource PerformanceAssessmentSupply Chain Performance AssessmentSupply Chain CapabilityAvailabilityResource & TechnologyStrategy & PolicyService Strategy & PolicyResource & TechnologyPlan & CommitmentService &OperationsCapabilityDeliveryService Development & RetirementResource Development CRMCapabilityDeliveryMarketingStrategy & Policy Sales & ChannelDevelopment Marketing Communications& Promotion Enterprise Quality Mgmt, Process & IT Planning & Arch.Process Arch.Management& SupportInfo SystemsStrategy &PlanningKnowledgeManagementStakeholder & External Relations ManagementPR & Comm.RelationsManagementRegulatoryManagementShareholderRelationsManagementLegalManagementHuman Resources ManagementEmployee& Labor RelationsWorkforceStrategyWorkforceDevelopmentHR Policies& PracticesDisaster Recovery, Security & Fraud ManagementFraudManagementDisaster Recovery & ContingencyPlanningSecurityManagementFinancial & Asset ManagementFinancialManagementProcurementManagementReal EstateManagementStrategic & Enterprise Planning Strategic &Business PlanningBusinessDevelopmentEnterpriseArchitecturePlanningGroupEnterpriseManagementResearch &DevelopmentTechnologyAcquisitionResearch & Development & Technology AcquisitionBrand Management, Market Research & AdvertisingMarketResearch &AnalysisBrandManagementAdvertisingResourceManagement & Operations ReadinessSales & Channel Management Level 2 Process Element External EntityEnterpriseQualityManagement其中7个一级纵向流程群组，是端对端的流程，用以支持客户和管理业务；16个横向流程群组区分了功能运营流程和其它类型的业务功能流程。eTOM方法学方法学从已经过协议的 Level 2流程开发 level 3流程 通过使用eTOM业务流框架中的过程构件，来构造端到端的业务流。eTOM 对我国电信业的意义对我国电信业的意义 在经济全球化、信息化的电子商务环境下， eTOM提供了从企业整体所处的社会经济环境来管理电信企业运营。在战略流程方面 体现了对企业资源的全生命周期管理和一体化管理的理念。在运营流程方面 体现了面向客户关系管理、对客户提供区别服务和运销的理念。在企业管理流程方面 明确标识了企业管理流程，把企业管理流程和运营、战略作为一个整体，以便企业中的每个人都能够确定其关键流程，从而使整个企业都接受流程框架。在电信企业间的协作方面 小小 结结运营支撑系统，越来越重要运营支撑系统开发需要新思路必须重视与国际接轨深入研究NGOSS与eTOM 是与国际电信行业接轨的最佳途径不断演进和完善的NGOSS与eTOM,为我们提供着机遇和挑战谢谢大家！谢谢大家！