VNPT is using TM Forum frameworks extensively to simplify all its business processes and implement a new operational support system. One of its main goals is to develop a more a more agile business and culture. Before beginning its transformation, about 60% of the companies 334 business processes were not digitized, meaning they were manual, swivel-chair processes.
The highest number of VNPT’s processes are concentrated in business administration (38.4%), followed by resource management (35.7%) and services (22.3%). In business management, nearly 85% of the company’s processes are financial and asset management core processes. The company has now aggregated all 72 of those processes into two main applications, financial management and asset management.
VNPT is using the TM Forum Business Process Framework (eTOM), Application Framework (TAM) and Information Framework (SID) to implement its digital transformation. The Business Process Framework is a comprehensive, industry-agreed description of the key business processes required to run an efficient, effective and agile digital enterprise. These processes cover the whole lifecycle of a service-focused company, from conceptualizing a service to ordering, billing, customer care and assurance, and retention. The framework delivers a hierarchical catalog of the key processes, focusing on strategy, operations and management.
Using the framework allows companies like VNPT to create a common language for use across departments, systems, external partners and suppliers, which reduces the cost and risk of system implementation, integration and procurement. They can also use it to adopt a standard structure, terminology and classification scheme for business processes to simplify internal operations and maximize opportunities to partner within and across industries.
The Application Framework provides a systems map that captures how business capabilities are implemented in deployable, recognizable applications, and the Information Framework provides an information/data reference model along with a common vocabulary for implementing business processes.
An example of a process that VNPT has transformed is troubleshooting. Previously, the company had dedicated troubleshooting procedures for each system – network switching, network connecting, IP network, wireless network, etc. – and each process used multiple management applications. In developing VNPT’s new OSS, all these procedures will become uniform and handled from a single system.
Training has been an important part of VNPT’s digital transformation. The company has translated TM Forum’s best practices into Vietnamese and disseminated information to employees through internal training sessions. In addition, it has developed a document detailing the application of the Business Process Framework within VNPT.
In addition, four managers have participated in TM Forum’s training and certification program. Four VNPT employees have completed certification including the director of the operations department, who is in charge of managing VNPT’s network operations center (NOC) and service operations centers (SOCs).
