nt Forum. See Figure 16.10. The traditional heading of a chapter like this one used to be 'Operation and Mainte- nance' or possibly 'Network Management'. However, the scope has increased to embrace FULFILMENT ASSURANCE BILLING Service configuration Fault collection and correlation (customer care) Performance statistics Billing mediation Corrective actions Figure 16.10 The main tasks within the TM area - the FAB operations Telecom Management - Operations areas such as service management, customer/end-user management, business impact, man- agement interconnection and much more. The chosen heading 'Telecom Management - Operations' is a way to retain the word 'management' in the title. Telecom management 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