ement as such without the elucidation 'opera- tions' might also be interpreted in a wider sense. The eTOM (enhanced telecom operation map) mentioned in Chapter 4 corresponds to a wider approach. It includes the: operations area strategy, infrastructure and product (SIP) area enterprise management area The operations + SIP interpretation of telecom management corresponds roughly to the complete process cycle shown in Figure 16.11. Observe the considerations on investments regarding new or existing type solutions. The SIP area has no dedicated chapter in this book. Instead planning and investment aspects are distributed to many chapters. When referring telecom management to reference models in the book, operations proves to be interface oriented. See the slightly darker area of Figure 16.12. Overall telecom management interfaces like FAB, service management, network man- agement, investments, QoS, and SLA are treated in this chapter. As related to telecom management, investments may need further clarification. In the view adopted in this book there are two kinds of investments: discretionary cost concerning new techniques or tech- nologies introduction, and baseline cost (single network expansions). Only baseline cost belongs to telecom management. See also Chapter 4. The ultimate management-network Discretionary investments New network solutions and elements Existing network Capacity Investment solutions and expansion decisions elements program Requirements Marketing on the Baseline cost Business network company Corporate planning Service management Procurement offerings of solutions Service & Business services Forecast network objectives Statistics design Technical Service & plans network design Revenue Billing Telecom Start of implementation management operation customer Network configuration Network End users Supervision integration CAPEX Maintenance Figure 16.11 Telecom actor process cycle example Understanding Changing Telecommunications - Building a Successful Telecom Business User data Business relation FAB