Implementing a Business Process Management Methodology In ANDORRA

TELECOM

Name of company/ies submitting case study: ANDORRA TELECOM

Web links to company/ies submitting case studies: www.andorratelecom.ad

Name of author: Roland EROLES

Authors’ email address: roland.eroles@andorratelecom.ad

Contact for further information (to be posted on TM Forum website):

Applicable TM Forum technical areas: eTOM, SLA/QoS Handbook, TAM

Applicable Industry Areas:

VIEWPOINT: NETWORK TECHNOLOGIES:

x Service provider perspective x Mobile GSM/GPRS
Software vendor perspective Mobile CDMA/EVDO
Hardware vendor perspective x Mobile Edge/UMTS
System integrator perspective ATM
SONET/SDH
MPLS
SERVICES: Ethernet
x Voice Frame Relay
x Video x Converged network
x Data Cable
x VoIP Satellite
x IPTV x Broadband
VPN x Fixed Line
x Content x DSL
x IP
WiFi/WiMax
x FTTH

TM Forum Case Study Page 1 February 2008

CASE STUDY SUMMARY:

ANDORRA TELECOM offers all services to the whole Andorran territory, including
fixed telephony, mobile telephony, ADSL, TV broadcasting. In 2006 Andorra Telecom
launched the FTTH project, planning to complete the network deployment to 100% of
customers (homes and businesses) in early 2010.

All the internal processes were lined up to ensure the best quality of service in existing
services and for new services associated with the FTTH technology, and to incorporate
greater efficiencies inside the company.

Using the Business Process Framework (eTOM) process model description, associated
with a KPI definition and implementation, and also using the Applications Framework
(TAM), ANDORRA TELECOM has developed and integrated a business process
management methodology in the company.

FULL CASE STUDY:

• Business Problem to be solved:

A global service provider like ANDORRA TELECOM needs marketing and engineering
to:

• Define, launch and monitor services,

• Design and deploy networks and infrastructures.

On an operational side the operator has to:

• Monitor and maintain services,

• Monitor and maintain networks and infrastructures.

Using a process approach the operational structure of the company has to follow the
classic FULFILLMENT / ASSURANCE / BILLING value chain.

Following the launch of the FTTH project, ANDORRA TELECOM decided in 2007 to
use a global process framework to establish a methodology oriented to documenting
processes and establishing metrics to detect existing inefficiencies and to optimize the
operational activities.

• Working towards a solution:

ANDORRA TELECOM’s need was in line with different frameworks described in the
TeleManagement Forum:

TM Forum Case Study Page 2 February 2008

 • The eTOM process model provides an ideal framework to be used for modeling
and description of processes and procedures,
• The TAM framework provides a link between processes and platforms, which is
necessary to identify areas to improve.
• The SLA/QoS Handbook gives the guidelines for process KPI definition, in order
to establish the metrics for process monitoring.

The business process management methodology developed by ANDORRA TELECOM

consists of establishing and linking process KPIs, procedures, platforms and services,
using the three frameworks mentioned above.

platforms organization
X X X X
processes

processes
PROCESSES
X X X X

X X

PLATFORMS ORGANIZATION

organization
platforms
X X
X X
services
services

X X
X X
SERVICES
X
X

• Solution:

The methodology development requires the establishment of a link model between:

• Processes and procedures

• Platforms
• Organization (responsibilities)
• Services

On the other hand the methodology also requires metrics to ensure the monitoring of the
whole model, by detecting dysfunctions and areas to improve.

For this purpose ANDORRA TELECOM first described all processes from level 1 to
level 3, using the eTOM framework, and then level 4 processes with management
functions definition and description.

TM Forum Case Study Page 3 February 2008

According to this definition and using the
TAM framework a relationship is
established between: processes and KPI Mgmt
Level 1 eTOM
management functions, and platforms. processes

At the same time the relationship with the

company internal organization is ensured by
the designation of key process managers.
Management
Functions
The next step is the definition of end-to-end (Level 4
level 1 process KPIs, using the SLA/QoS processes)

Handbook guidelines. The KPIs defined

must be authomatized and integrated in the
Board Scorecard.
Link with
The KPIs monitor the level 1 eTOM BSS/OSS
processes: Operations support & readiness, Systems (using
TAM)
Fulfillment, Assurance and Billing
(Operations side)

• Results:

Through a drill-down from the process KPIs, the use of the links of the methodology
allows the detection of areas to be improved:

• What processes and procedures are affected

• What platforms are affected
• What services (internal or external) are affected
• Where are the responsibilities

One of the main issues of the methodology is its integration in the company. For that, all
hierarchy levels have an active role: key managers from the whole company are
identified and are to implement and document the solutions identified, extending to all
the internal organization, and guaranteeing a successful process management
methodology implementation.

Some examples of level 4 processes improved using the methodology are:

• Selling functions
• Network alarm monitoring
• Platforms testing
• Platforms backup
• Fulfillment procedures
• Problem handling procedures
• Billing process planning

TM Forum Case Study Page 4 February 2008

Applicable TAM Application Framework Categories:
Market/Sales
X Campaign Management
X Channel Sales Management
X Corporate Sales Management
X X
Product Management
X Product Performance Management
X Product Catalog Management
X Product Strategy/Proposition
Management
X Product Lifecycle Management
Customer Management
X Customer Information Management
X Customer Self Management
X Customer Contact, Retention &
Loyalty
X Order Management
X Quotation Engine
X Customer QoS/SLA Management
X Customer Service/Account Problem
Resolution
X Customer Billing Management
X Invoicing
X Collections Management
X Bill Formatting
X Receivables Management
Service Management
X Service Specification Management
X Service Inventory Management
X Service Configuration Management
X Service Design/Assign
X SLA Management
X Service Problem Management
X Service Quality Monitoring and
Impact Analysis
X Service Performance Management
X Service Rating/Discounting
Management
TM Forum Case Study
Resource Management
X Workforce Management
X Resource Specification Management
X Resource Inventory Management
Resource Design / Assign
X Resource Provisioning / Configuration
X Resource Logistics
X Resource Testing Management
X Resource Activation
X Resource Planning / Optimization
X Resource Domain Management (IT
Computing, IT Application, Network)
X Resource Performance Monitoring /
Management
X Resource Problem Management
X Correlation & Root Cause Analysis
X Resource Status Monitoring
X Resource Data Mediation
X Arbitrage Management
X Voucher Management
X Billing Data Mediation
X Real-time Billing Management
Enterprise Management
Revenue Assurance Management
HR Management
Financial Management
Asset Management
Security Management
Knowledge Management
Fraud Management
Supplier/Partner Manager
X Partner Management
X Supply Chain Management
X Wholesale/Interconnect Billing
Application
Page 5 February 2008