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1、TE LECO M M U N I C ATI O N SPROC E S S C L A S S I F I C ATI O N F R A M E WO R K S MTHE TELECOMMUNICATIONS PROCESSCLASSIFICATION FRAMEWORKBased on the renowned Process Classification FrameworkSM(PCF),a taxonomy of cross-functional business processes intended toallow objective comparison of perform
2、ance within and among organi-zations,and the support of IBM,this industry PCF enables moreindustry applicable content by outlining and defining processes andactivities specific to the Telecommunications industry.This allowsorganizations to choose the framework most relevant to the specificprocess im
3、provement need,whether it be benchmarking within oracross industries,business process management/re-engineering,orcontent management.The cross-industry PCF and industry PCFs areavailable on the APQC website at no charge.IBM provided the subjectmatter expertise and intellectual property to create the
4、 industryspecific business process classification frameworks,as part of theIBMs continuing leadership in the promotion of open standards to helporganizations evaluate and measure business processes at anindustry level.THE FRAMEWORK FOR PROCESS IMPROVEMENTExperience shows that the potential of benchm
5、arking to drive dramaticimprovement lies squarely in making out-of-the-box comparisonsand searching for insights not typically found within intra-industryparadigms.To enable this beneficial benchmarking,the APQC ProcessClassification FrameworkSM(PCF)serves as a high-level,industry-neutral,enterprise
6、 process model that allows organizations to see theirbusiness processes from a cross-industry viewpoint.This cross-industry framework has experienced more than 15 years ofcreative use by thousands of organizations worldwide.The PCF providesthe foundation for the Open Standards Benchmarking Collabora
7、tiveSM(OSBC)database and the work of its advisory council of global industryleaders.Each version of the PCF will continue to be enhanced as theOSBC database further develops definitions,processes,and measures.The PCF and associated measures and benchmarking surveysare available for download and comp
8、letion at no charge from theOpen Standards Benchmarking Collaborative Web site atwww.apqc.org/OSBCdatabase.Version 5.0.2-en-TELECOM November 2008,HISTORYThe cross-industry Process Classification Framework was originallyenvisioned as a taxonomy of business processes and a commonlanguage through which
9、 APQC member organizations could benchmarktheir processes.The initial design involved APQC and more than 80organizations with strong interest in advancing the use of benchmarkingin the United States and worldwide.Since its inception in 1992,thePCF has seen updates to most of its content.These update
10、s keep theframework current with the ways that organizations do business aroundthe world.In 2008,APQC and IBM worked together to enhance thecross-industry PCF and to develop a number of industry-specific processclassification frameworks.1,2,Permission granted to photocopy for personal use.2008 APQC,
11、2008 IBM,Interpreting the PCF_ 3Overview_ 41.0 Develop Vision and Strategy_ 42.0 Develop and Manage Products and Services _ 53.0 Market and Sell Products and Services _ 74.0 Deliver Products and Services _ 85.0 Manage Customer Service _ 126.0 Develop and Manage Human Capital _ 137.0 Manage Informati
12、on Technology _ 158.0 Manage Financial Resources _ 189.0 Acquire,Construct,and Manage Property _ 2210.0 Manage Environmental Health and Safety(EHS)_ 2311.0 Manage External Relationships _ 2312.0 Manage Knowledge,Improvement,and Change _ 2413.0 Manage and Plan Network _ 25,PROCESS CLASSIFICATION FRAM
13、EWORK,TABLE OF CONTENTS,LOOKING FORWARDThe cross industry and industry Process Classification Frameworks areevolving models,which APQC will continue to enhance and improveregularly.Thus,APQC encourages comments,suggestions,and moreimportantly,the sharing of insights from having applied the PCF withi
14、nyour organization.Share your suggestions and experiences with thePCF by e-mailing pcf_feedbackapqc.org.ABOUT APQCAn internationally recognized resource for process and performanceimprovement,APQC helps organizations adapt to rapidly changingenvironments,build new and better ways to work,and succeed
15、 in acompetitive marketplace.With a focus on productivity,knowledgemanagement,benchmarking,and quality improvement initiatives,APQC works with its member organizations to identify best practices;discover effective methods of improvement;broadly disseminatefindings;and connect individuals with one an
16、other and the knowledge,training,and tools they need to succeed.Founded in 1977,APQCis a member-based nonprofit serving organizations around the worldin all sectors of business,education,and government.APQC isalso a proud winner of the 2003 and 2004 North American MostAdmired Knowledge Enterprises(M
17、AKE)awards.This award isbased on a study by Teleos,a European based research firm,and,ABOUT IBMIBM works with its clients to develop new business designs andtechnical architectures that allow their businesses the flexibilityrequired to compete in a global business landscape.The business isalso adjus
18、ting its footprint toward emerging geographies,tapping intoIBMs double-digit growth,providing the technology infrastructurethey need,and taking advantage of the talent pools provided to betterservice IBMs clients.IBMs major operations comprise a GlobalTechnology Services segment;a Global Business Se
19、rvices segment;aSystems and Technology segment;a Software segment;and a GlobalFinancing segment.For more information,visit:TELECOMMUNICATIONS PROCESSCLASSIFICATION FRAMEWORKSMRIGHTS AND PERMISSIONS2008 APQC.2008 IBM.ALL RIGHTS RESERVED.APQC encouragesthe wide distribution,discussion,and use of the P
20、CF for classifying anddefining processes.APQC grants permission for use and adaptation ofthe Telecommunications PCF for internal use.For external use,APQCgrants permission for publication,distribution,and use,provided thatproper copyright acknowledgment is made to APQC and IBM.Nomodifications to the
21、 look or content should be made in external venues.,the KNOW network.UNDERSTANDING THE NUMBERING SCHEMEBeginning with Version 5.0.0,the PCF uses a numbering scheme that,differs from previous versions.The cross-industry framework and theindustry-specific frameworks collectively form a library of proc
22、ess,The PCF is written in United States English language format.The IBM logo is a registered trademark of IBM in the United States and othercountries and is used under license.,elements for the OSBC.Each process element is referred to bytwo numbers:a number used to locate the content within thatpart
23、icular framework(in the format 1.2.3.4)and a serial numberused to uniquely identify the process element across all of thevarious OSBC frameworks(beginning with 10000).For example,the process element“1.2 Develop business strategy(10015)”is uniquely identified by the serial number“10015”and thehierarc
24、hical reference number“1.2.”In industry-specific PCFs,anyprocess element identified as“10015”will have the same scopeand definition as a process element of the same number elsewhere,but may be labeled differently.Version 5.0.2-en-TELECOM November 2008,INTERPRETING THE PCFCategory:The highest level w
25、ithin the PCF is indicated by wholenumbers(e.g.,8.0 and 9.0)Process Group:Items with one decimal numbering(e.g.,8.1 and 9.1)are considered a process group.Process:Items with two decimal numberings(e.g.,8.1.1 and 9.1.2)are considered processes.Activity:Items with three decimal numbering(e.g.8.3.1.1 a
26、nd 9.1.1.1)are considered activities within a process.The Telecommunications PCF is based on the cross-industry PCF Version5.0.0 released in April 2008.3,4,Permission granted to photocopy for personal use.2008 APQC,2008 IBM,1.1 Define the business concept and long-term vision(10014)1.1.1 Assess the
27、external environment(10017)1.1.1.1 Analyze and evaluate competition(10021)1.1.1.2 Identify economic trends(10022)1.1.1.3 Identify political and regulatory issues(10023)1.1.1.4 Assess new technology innovations(10024)1.1.1.5 Analyze demographics(10025)1.1.1.6 Identify social and cultural changes(1002
28、6)1.1.1.7 Identify ecological concerns(10027)1.1.2 Survey market and determine customer needs andwants(10018)1.1.2.1 Conduct qualitative/quantitative assessments(10028)1.1.2.2 Capture and assess customer needs(10029)1.1.3 Perform internal analysis(10019)1.1.3.1 Analyze organizational characteristics
29、(10030)1.1.3.2 Create baselines for current processes(10031)1.1.3.3 Analyze systems and technology(10032)1.1.3.4 Analyze financial positions(10033)1.1.3.5 Identify enterprise core competencies(10034)1.1.4 Establish strategic vision(10020)1.1.4.1 Align stakeholders around strategic vision(10035)1.1.4
30、.2 Communicate strategic vision to stakeholders(10036)1.2 Develop business strategy(10015)1.2.1 Develop overall mission statement(10037)1.2.1.1 Define current business(10044)1.2.1.2 Formulate mission(10045)1.2.1.3 Communicate mission(10046)1.2.2 Evaluate strategic options to achieve the objectives(1
31、0038)1.2.2.1 Define strategic options(10047)1.2.2.2 Assess and analyze impact of each option(10048)1.2.3 Select long-term business strategy(10039)1.2.3.1 Define strategic mission,objectives and goalsto reflect the revised business design(13285)1.2.3.2 Define key components for the target visionand b
32、usiness design(13286)1.2.3.3 Identify interdependencies in business(13287)1.2.4 Create organizational design(structure,governance,reporting,etc.)(10041)1.2.4.1 Evaluate breadth and depth of organizationalstructure(10049)1.2.4.2 Perform job specific roles mapping and value-add analyses(10050)1.2.4.3
33、Develop role activity diagrams to assess hand-off activity(10051)1.2.4.4 Perform organization redesign workshops(10052)1.2.4.5 Design the relationships betweenorganizational units(10053)1.2.4.6 Develop role analysis and activity diagrams forkey processes(10054),1.2.4.7 Assess organizational implicat
34、ion of feasiblealternatives(10055)1.2.4.8 Migrate to new organization(10056)1.2.5 Develop and set organizational goals(10042)1.2.6 Formulate business unit strategies(10043)1.2.7 Define operating model(13288)1.2.7.1 Identify implications on key operating modelbusiness elements that require change(132
35、89)1.2.7.2 Identify implications on key technologyaspects(13290)1.2.7.3 Design the operating model business elements(13291)1.2.7.4 Design technology models(13292)1.3 Manage strategic initiatives(10016)1.3.1 Develop strategic initiatives(10057)1.3.2 Evaluate strategic initiatives(10058)1.3.3 Select s
36、trategic initiatives(10059)1.3.4 Establish high-level measures(10060)1.4 Perform strategic planning(13293)1.4.1 Define strategy planning framework and policies(13298)1.4.2 Develop and manage strategy business models(13299)1.4.2.1 Develop strategy business models(13302)1.4.2.2 Value business model(13
37、303)1.4.3 Manage strategic planning(13300)1.4.3.1 Manage strategic planning reporting(13304)1.4.3.2 Develop capital investment targets and plans(13305)1.4.3.3 Develop financial statement targets and plans(13306)1.4.3.4 Develop strategic portfolio targets and plans(13307)1.4.3.5 Develop free cash flo
38、w targets and plans(13308)1.4.4 Develop and manage strategic and operationalplans(13301)1.4.4.1 Develop organization plans(13309)1.4.4.2 Develop sales plan(13310)1.4.4.3 Develop resource plan(13311)1.4.4.4 Develop profitability plan(13312)1.4.4.5 Develop enterprise infrastructure plan(13313)1.5 Perf
39、orm strategic management(13294)1.5.1 Define and manage enterprise strategy(13314)1.5.1.1 Assess current strategy(13316)1.5.2 Transform strategy into measurable goals(13315)1.5.2.1 Identify key value drivers for strategy(13317)1.5.2.2 Map strategy to key measures of performancedrivers(13318)1.5.2.3 A
40、ssess and prioritize key performance drivers(13319)1.5.2.4 Define,review and agree on business goals(13320),1.0 Develop Vision and Strategy(10002),2.1 Manage product and service portfolio(10061),2.1.12.1.22.1.32.1.42.1.5,Evaluate performance of existing products/servicesagainst market opportunities(
41、10063)Define product/service development requirements(10064)2.1.2.1 Identify potential improvements to existingproducts and services(10068)2.1.2.2 Identify potential new products and services(10069)2.1.2.3 Gather and analyze new service ideas(13331)2.1.2.4 Gather and analyze service information(1333
42、2)2.1.2.5 Develop new service business proposal(13333)2.1.2.6 Gather and analyze new resource ideas(13334)2.1.2.7 Develop new resource business proposal(13335)2.1.2.8 Establish service strategy and goals(13336)2.1.2.9 Produce service business plans(13337)2.1.2.10 Gain enterprise commitment to servic
43、e(13338)2.1.2.11 Manage service research(13339)2.1.2.12 Define service support strategies(13340)2.1.2.13 Develop service partnership requirements(13341)Perform discovery research(10065)2.1.3.1 Identify new technologies(10070)2.1.3.2 Develop new technologies(10071)2.1.3.3 Assess feasibility of integr
44、ating new leadingtechnologies into product/service concepts(10072)Confirm alignment of product/service concepts withbusiness strategy(10066)2.1.4.1 Plan and develop cost and quality targets(10073)2.1.4.2 Prioritize and select new product/serviceconcepts(10074)2.1.4.3 Specify development timing targe
45、ts(10075)2.1.4.4 Plan for product/service offering modifications(10076)Manage product and service life cycle(10067)2.1.5.1 Introduce new products/services(10077)2.1.5.2 Retire outdated products/services(10078)2.1.5.3 Identify and refine performance indicators(10079),2.2 Develop products and services
46、(10062),2.2.1,Design,build,and evaluate products and services(10080)2.2.1.1 Assign resources to product/service project(10083)2.2.1.2 Prepare high-level business case and technicalassessment(10084)2.2.1.3 Develop product/service design specifications(10085)2.2.1.4 Document design specifications(1008
47、6)2.2.1.5 Conduct mandatory and elective externalreviews(legal,regulatory,standards,internal)(10087)2.2.1.6 Build prototypes(10088)2.2.1.7 Eliminate quality and reliability problems(10089)2.2.1.8 Conduct in-house product/service testing andevaluate feasibility(10090)2.2.1.9 Identify design/developme
48、nt performanceindicators(10091)2.2.1.10 Collaborate design with suppliers and contractmanufacturers(10092)2.2.1.11 Design solution(13342)2.2.1.12 Finalize design(13343)2.2.1.13 Allocate specific service parameters toservices(13344)2.2.1.14 Gather and analyze resource information(13345)2.2.1.15 Devel
49、op network and technology resourcestrategy and policy(13346)2.2.1.16 Establish resource strategy and administration(13347)2.2.1.17 Produce resource business plans(13348)2.2.1.18 Gain enterprise commitment to resource plans(13349)2.2.1.19 Manage resource research(13350)2.2.1.20 Define resource suppor
50、t strategies(13351)2.2.1.21 Develop resource partnership requirements(13352)2.2.1.22 Assess performance of new services againstexisting services(13353)2.2.1.23 Develop detailed service specifications(13354),Version 5.0.2-en-TELECOM November 2008,5,1.6 Develop business(13295),1.6.1,Develop,manage and
