om a large customer. Another work group might be responsible for tracking the progress of a work order or trouble ticket and reporting on its completion. On the other hand, customer contact might have been outsourced to another company with its group that conducts all customer contact, giving input and instructions to all other processes. In each case, the basic function being executed is similar. A service provider must incorporate critical aspects from the views discussed above and effectively translate business mission, goals and strategies into business process management architecture along with an organizational structure. An inte- grated and automated systems/application and data architecture, and an opera- tional environment that executes these processes with high quality, must support the process architecture. The TOM describes the business process framework and identified aspects that sup- port business process management. The TMF recommends that each service provider evaluate the TOM processes and identify how they perform each process internally, including the business rules and policies to which each business process applies. 8.8 Example: Network-detected Fault/QoS Problem Figure 8.7 shows a possible sequence of activities in response to a network-detected problem. The problem may not affect services as a result of "self-healing" capabilities the underlying network and information technology infrastructure. For example, SONET/SDH networks have some instant redirection capabilities. The service provider's policy could be to decide on how to repair the problem at the network layer and, subject to "no break in service", may not even inform the service layer of the event. The figure shows two ways in which a potential service-affecting problem may be identified: first, by raising an alarm and, second, by a synthesis of network data 8 Telemanagement Forum: TOM (SLA rebate, customer Problem Handling 10. service Customer QoS etc.) alert(TT) impact Management Report Determine to Billing SLA Violations Process