network of business relationships between service providers, partners, and other third-party vendors are also accounted in the model. eTOM provides a holistic view of the telecom business process framework. The normal operations process consisting of fulfillment, assurance, and billing is differentiated from the strategy and life cycle processes. There are three main pro- cess areas in eTOM comprising of strategy infrastructure and product manage- ment, operations, and enterprise management. Strategy infrastructure and product (SIP) management covers planning and life cycle management of the product. Operation covers the core of operational management and enterprise management covers corporate or business support management. The real-time activities in operations are classified under fulfillment, assurance, and billing (FAB). The planning to ensure smooth flow of operational activities is captured as part of the operation support and readiness. This is separated from FAB in the eTOM model. In order to support operations for a product, there needs to be a planning team working on product strategy and processes for life cycle management. This is the strategy component in SIP. The processes that take care of infrastructure required for the product or directly relate to the product under con- sideration makes up the infrastructure part of SIP. Finally, processes for planning the phases in the development of the product make the product group of SIP. Telecom companies would have a set of processes common to an IT company like human resource management, knowledge management, and SO on. To repre- sent this and to keep the definition of a telecom process separate from an enterprise process, a separate enterprise management process group is created in eTOM. This grouping encompasses all business management processes necessary to support the rest of the enterprise. This area sets corporate strategies and directions and provides guidelines and targets for the rest of the business. While OFAB (operation support and readiness