ducts, providing the infrastructure for the products to be delivered and providing the supplier and partner interface structure with the enter- prise. To enable and support customer and functional operations, these processes must often be synchronised for timely and quality delivery. The infrastructure lifecycle management process grouping is responsible for defining, planning and implementing application, computing and network infra- structures, and also other support infrastructures and business capabilities such as operations centres and architectures. This applies in connection with the resource layer or any other functional layer, such as CRM voice response units that are required to provide information and communications products to the customer and to support the business. These processes identify new requirements and new capabilities and design and develop new or enhanced infrastructure to support products. Infrastructure lifecycle management processes respond to needs of the product lifecycle management processes including unit cost reductions, product quality improvements and new products. The product lifecycle management process grouping is responsible for the defin- ition, planning, design and implementation of all products in the enterprise's port- folio. The product lifecycle management processes: manage product development to target profit and loss margins, customer satis- faction and quality commitments manage the delivery of new products to market. In order to design and manage products which will succeed in their specific mar- kets, the lifecycle processes must take into account: the market across all key functional areas the business environment customer requirements competitive offerings. Product management processes and the product development process are distinct process types. Product development is characterised as a predominantly OSS for Telecom Networks project-oriented process that develops and delivers new products to customers. It also develops new features and enhancements for existi