Archive for January 2011
eTOM and “Outcomes” Process Framework
It is essential difference between output and outcomes that should be notified in creating value through processes with leveraging intangible assets of knowledge management. Processes deliver OUTPUTS. In other words, what pops out of the end of a process is an output. Customers usually have expectations about both the process and the output (how they get what they want, and what they actually get). That’s where Outcomes fit in dealing with IMPACT Of outputs to customers. An OUTCOME is a level of performance, or achievement. eTOM defines seven first level’s processes (SIP-OFAB) that focus to deliver customer’s value through product and service, improve satisfaction level and business continuity impact. How eTOM ensure outcomes flow through its frameworks?. It can be done with balance combination between horizontal functional domain process and stream vertical processes.
Horizontal process groupings, which represent a view of functionally-related processes within the business, such as those involved in managing contact with the customer or in managing the supply chain. This structuring by functional groupings is useful to those who are responsible for creating the capability that enables the processes.
Vertical process groupings, which represent a view of end-to-end processes within the business, such as those involved in the overall billing flows to customers. This end-to-end view is important to those people who are responsible for changing, operating and managing the end-to-end processes. These people are more interested in the outcomes of the process and how they support customer need – rather than worrying about the IT or the workgroups that need to work together to deliver the result.
Read Outcomes vs Outputs: Why it’s important to understand the difference? …
Read eTOM Process Frameworks from TM Forum …
Read outputs and outcomes in Six Sigma Google Book …
Read Managing outcomes, process and cost by Roey Kirk Google Book …
Read Business Process Outcomes (BPO) HP Blog …
Read The Evolution of Business Process Excellence by Steve Towers …
Read Business process automation is centred around outcomes, not tasks …</a
Read Biz Pro Mapping: Improving Customer Satisfaction by J. Mike Jacka Google Book …
eTOM and Technostructural Change Management
Telecom Knowledge Based Enterprise (TKBE) is an open system that reacts and responses changes of business environment as consequences of Social Capital Relationship Management through leveraging intangible assets more than tangible assets to provide customer value. There are several change management intervention to keep readiness, alignment and integration intangible asset to enterprise vision. Leadership, Human Resource, Human Processes and Techno Structural. Refer to NGOSS framework consist of four key area : Business Process (eTOM), Shared Information and Data (SID), Technology Neutral Architecture (TNA) and Telecom Application Map (TAM) provide complete standardized reference for Change Management take a role especially in Techno Structural Intervention (TSI). Change Management is not an event but a process generically have three phases: Unfreeze, Moving and Refreeze. Several keys point that will be affected by TSI are Work Processes, Employee Involvement and Organization Reengineering. eTOM has 0 to 5th level of processes from strategical, tactical and operational, refer to three layer of change management layer from organizational, group and individual. Accountability model such of RACI model can be assess and create easier dealing with organizational structure and chart for reengineering. How about work processes? eTOM has vertical stream processes and horizontal domain functional that interdependent each other that affect on to other domain based on change scope in kaleidoscope. Employee involvement can be analyzed through 3rd to 5th level of processes dealing with tools, job role and job description to produce aligned and integrated outcomes in achieving improved performances.
Refer to strategy map that provide internal business process perspective as key domain for change management from current condition to intended result based on enterprise’s productivity or growth strategy. Processes should be changed to exploit the market with creating value to segmented customer in strategic phase. Creating subjective best approach in processes dealing with external analysis force firm to have such of differentiation in delivering customer value, rarity and difficult to be immitated in third to fifth level of created unique processes. All of this approach will be implemented in technostructural change management framework include lower consequences such Human Capital, Information Capital (NGOSS), Organization Capital and Social Network Relationship Management in Social Capital.
Read Making Sense of Change Management Cameron Google Book …
Read Change Management 100 Success Secrets Goole Book …
Read Organization Effectiveness and Change Management by Kondalkar Google Book …
Read Bottom-up constructions of top-down transformational change management Robert thesis ….
Download PDF KTW Consulting Telecom Change Management Framework …
Telecom Cultural Intervention Infrastructure Megaproject Google Book …
Read Changing Organisational Culture through Social Dialogue Srilangka Telecom Google Viewer …
Read The Changing Nature of Technical Regulation in Telecom pdf …
Read Organizational Change Management For Leading Telecom Company in India …
Read Network and Telecom Strategies Blog: Evaluating Change Management …
Read Telecom management crash course: managing and selling Telecom services P. J. Louis …