 and weekly. They detail the service performance achieved, showing availability, latencies, loss and utilization. These reports are created by either the point-and-click or the forms-based GUI method, or through integration with other software, such as the existing OSS systems. Figure 7.2 shows the simplified eTOM process flows involved in defining the types of SLA discussed above. It also attempts to identify where those processes fit in rela- tion to the domains of customer/marketing and operations. Some of the terms which appear in Figure 7.2, such as key performance indicators (KPIs) and key qual- ity indicators (KQIs), are discussed later in the chapter. 7.3 End-to-end QoS Driving a motor car and driving a telecom network can be compared in order to help in understanding the tasks involved in managing a telecom network. The way in which telecom networks have been managed in the past focused on short-term and immediate problems, rather than on the issues that ultimately matter most to the business of the telecom service provider. Every day, thousands of operators travel by car to work. Unsurprisingly, these drivers spend more than 95% of the time looking out of the front windscreen. Of the remain- ing 5%, some time will be spent checking the rear view mirror, regulating the tempera- ture, adjusting the volume on the CD player or radio, listening to traffic reports, etc. The drivers' focus is on reaching their destination safely, comfortably and on time. Less than 1% of time will be spent checking the vehicle instrumentation for problems. Once that same operator arrives at work, they will spend 95% of the time check- ing for alarms on the network's "engine management system". They will even spend considerably more time drinking coffee than "looking out of the window" to see what their customers are experiencing. An analysis carried out as part of the TMF's SQM Catalyst project showed that of the 4000 or so possible alarms that the targeted network components were capable of generating, less than 0.1% gave any 