of EMS, NMS and OSS/BSS that could have improved productivity of trouble management like centralized tracking and managing that involves searching for similar trouble conditions is missing. Also the customer support desk does not always try and solve technical issues. The customer support desk isolates the issue and assigns it to the service support desk. A problem resolution at customer support could have save more than 70% of the cost the service provider will incur when the problem resolution hap- pens only at vendor support level. It is in these scenarios where standard models like eTOM will help. The cur- rent process needs to be aligned with eTOM using SANRR methodology. Here scope (the S in SANRR) is to align trouble management with eTOM. First of all, eTOM has a detailed process map for each area that helps to clearly identify what entity is responsible for what. For example there are four layers for trouble management in eTOM. At customer level (customer relationship management layer) there is problem handling, at service level (service management and oper- ations layer) there is service problem management, at resource level (resource management and operations layer) there is resource trouble management and at external vendor level (supplier/partner relationship management) there is sup- plier/partner problem reporting and management. There are multiple levels of process definition from Level 0 to level 3 with eTOM. The process effects can be improved by removing invalid processes and adding new processes as per eTOM (see Figure 22.4). Fulfillment Assurance Billing Problem handling Customer relationship management Service problem management Service management and operations Resource trouble management Resource management and operations S/P problem reporting and management S/P relationship management Figure 22.4 Trouble ticketing in eTOM. Telecom Processes 22.8 Conclusion Let us conclude the discussion with the three step methodology from TeleManagement Forum to apply eTOM in conjunction with ITIL. The fi