Recent Advances in Automatic Control, Information and Communications

Proposal of the improvement of actual ITIL version based on

comparative IT Service Management methodologies and standards
The implementation of IT Service Management frameworks and
standards
Anel Tanovic*, Fahrudin Orucevic**
*Department for management of access networks and terminal devices, BH Telecom d.d. Sarajevo
Obala Kulina Bana 8, Sarajevo 71000, Bosnia and Herzegovina
** Department of Computer Science and Informatics University of Sarajevo, Faculty of Electrical
Engineering
Zmaja od Bosne bb, Sarajevo 71000, Bosnia and Herzegovina
anel.tanovic@bhtelecom.ba, forucevic@etf.unsa.ba
Abstract: - CobiT is framework which is responsible for IT governance. PRINCE2 is responsible for project
management. eTOM is the most popular standard for the management of IT services in telecommunication
industry. ISO/IEC 20000 is the first international standard for IT service management. ISO/IEC 27000 is a
standard responsible for design and maintenance of information security management systems. The
implementation of each of these frameworks or standards and ITIL 2011 framework is based on description of
key goals, key activities, key performance indicators and critical success factors for each process and function
of these frameworks and standards. The result of this paper are implemented all IT service management
frameworks and standards in a reference model of IPTV/VoIP service. The next step after implementation are
the measurements of implemented frameworks and standards.

Key-Words: - CobiT, PRINCE2, eTOM, ISO/IEC 20000, ISO/IEC 27000, Service Catalogue Management,
Define and manage service levels, Managing a Stage Boundary, Billing & Revenue Management Resource
Management & Operations, Release and Deployment Management, Ensure objective.

1 Introduction

a test environment. The third part describes a

comparative analysis of results and gives a proposal
for new models. The fourth part of the research
describes measurements of final models for ITIL
and the election of the improved model for ITIL
2011 framework. The last part of the research
describes in details the improved model of ITIL
2011 framework and shows future directions of
research. This paper is the second part of the
research.
Section 2. of the paper describes complementary
IT Service Management frameworks and standards:
CobiT, PRINCE2, eTOM, ISO/IEC 20000 and
ISO/IEC 27000. Section 3. of the paper describes
the implementation of each of six complementary
ITSM frameworks and standards in a reference
model of IPTV/VoIP service. Section 4. is the
conclusion in which are described key principles of
implementation of each IT Service Management
framework or standard in a reference model and are
described the principles of measurements of each
implemented model.

The main goal of this research is to improve the

existing model of ITIL 2011 framework through
comparative analysis with other IT service
management frameworks and standards. The result
of comparative analysis should be new models of
ITIL framework for which will be done new
measurements of the implementation. These results
will be compared and based on this will be chosen
new improved model of ITIL framework. The
results of the comparative analysis may serve as a
basis for future research related to the improvement
of each of the frameworks or standards which are
mentioned in this paper. Recent research in this area
show that there are many disadvantages in the
existing ITIL 2011 framework especially in Service
Operation phase which is responsible for the
relationship with end users.
This research is divided into five parts. The first
part describes previous research, research
methodology and test environment. The second part
of research describes the implementation of all IT
Service Management frameworks and standards in

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2
Complementary IT Service
Management
frameworks
and
standards

Control Objectives for Information and Related

Technology (CobiT) is a framework that allows
managers to bridge the gap between control
requirements, technical issues and business risks.
The framework provides good practices across a
domain and process framework [17]. CobiT is
intended for translating business requirements from
the management of the company to the IT
department. Many organizations today implement
CobiT in combination with ITIL framework. Figure
1. shows the process model for Control Objectives
for Information and Related Technology framework.
CobiT is a process model which contains four
phases:
Plan and Organize This phase includes
processes for the planning and design of the
organization which are intended to
achieving business goals of the organization
[18]. The processes which are included in
this phase are: Define a strategic IT plan,
Define the information architecture,
Determine technological direction, Define
the IT processes, organization and
relationships, Manage the IT investment,
Communicate management aims and
direction, Manage IT human resources,
Manage quality, Assess and manage IT
risks and Manage projects.
Acquire and Implement This phase
includes the processes related to the
procurement and development of IT
solutions and to the management of changes
[17]. These processes are included in this
phase: Identify automated solutions,
Acquire and maintain application software,
Acquire
and
maintain
technology
infrastructure, Enable operation and use,
Procure IT resources, Manage changes and
Install and accredit solutions and changes.
Deliver and Support This phase includes
the processes related to the current
deliveries of IT services to the organization
[17]. These processes are part of this phase:
Define and manage service levels, Manage
third-party services, Manage performance
and capacity, Ensure continuous service,
Ensure systems security, Identify and
allocate costs, Educate and train users,
Manage service desk and incidents, Manage
the configuration, Manage problems,

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Manage data, Manage the physical

environment and Manage operations.
Monitor and Evaluate This phase
includes the processes for regular checking
of IT processes and their success in
achieving the goals of IT controls [18]. The
processes which are included in this phase
are: Monitor and evaluate IT performance,
Monitor and evaluate internal control,
Ensure regulatory compliance and Provide
IT governance.

PRINCE2
(Projects
in
a
Controlled
Environment) is a structured project management
method based on experience drawn from thousands
of projects [14], [16]. Projects are the means by
which we introduce change and, while many of
the skills required are the same, there are some
crucial differences between managing business as
usual and managing project work [15]. The
PRINCE2 components describe aspects of project
management that must be addressed continually.
Figure 2. shows the components for Projects in
Controlled Environments2 framework. The total
number of components is seven [14]:
Business Case - The purpose of this
componente is to establish mechanisms to
judge whether the project is viable,
desirable and achievable as a means to
support decision making in its investment.
Organization The purpose of this
componente is to define and establish the
projects structure of accountability and
responsibilities.
Quality - The purpose of this componente
is to define and implement the means by
which the project will create and verify
products that are fit for purpose.
Plans The purpose of this componente is
to facilitate communication and control by
defining the means of delivering the
products.
Risk The purpose of this componente is to
identify, assess and control uncertainty and,
as a result, improve the ability of the project
to succeed.
Change The purpose of this componente
is to identify, assess and control any
potential and approved changes to the
baseline.
Progress The purpose of this component
is to establish mechanisms to monitor and
compare actual achievements against those
planned. The second purpose is to provide a

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forecast for the project objectives and the

projects continued viability. The third
purpose is to control any unacceptable
deviations.

A process is a structured set of activities

designed to accomplish a specific objective. It takes
one or more defined inputs and turns them into
defined outputs. The processes are presented in all
seven components of PRINCE2. Figure 3. shows the
processes for Projects in Controlled Environments2
framework [16]. There are seven processes in
PRINCE2:
Starting up a Project This process
ensures that the prerequisites for Initiating a
Project are in place by answering the
question: do we have a viable and
worthwhile project? The aim is to do the
minimum necessary in order to decide
whether it is worthwhile to even initiate the
project.
Directing a Project This process enables
the Project Board to be accountable for the
projects success by making key decisions
and exercising overall control while
delegating day to day management of the
project to the Project Manager.
Initiating a Project This process is
responsible
for
establishing
solid
foundations for the project, for enabling the
organization to understand the work that
needs to be done to deliver the projects
products before committing to a significant
spend.
Controlling a Stage The purpose of this
process is to to assign work to be done,
monitor such work, deal with issues, report
progress to the Project Board, and take
corrective actions to ensure that the stage
remains within tolerance.
Managing Product Delivery The
purpose of this process is to control the link
between the Project Manager and the Team
Manager, by placing formal requirements
on accepting, executing and delivering
project work.
Managing a Stage Boundary This
process is responsible for giving a
permission to the Project Board to be
provided with sufficient information by the
Project Manager so that it can review the
success of the current stage, for giving an
approval to the next Stage Plan, for
reviewing the updated Project Plan, and for

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giving a confirmation to continued business

justification and acceptability of the risks.
Closing a Project This process
recognizes that objectives have been
achieved in the original Project Initiation
documentation.

eTOM is the most popular standard for the

management of IT services in telecommunication
industry. Many previous researches show that
eTOM standard is very similar to the ITIL
framework [12], [13]. The eTOM Business Process
Framework represents the whole of a service
provider's enterprise environment [12]. Figure 4.
shows the process model for Enhanced Telecom
Operations Map framework in which are processes
placed in horizontal and vertical lines. At the overall
conceptual level, the eTOM framework can be
viewed as having three major process areas:
The Strategy, Infrastructure & Product
Process Area includes processes that
develop strategies and commitment to them
within the enterprise; that plan, develop and
manage the delivery and enhancement of
infrastructures and products; and that
develop and manage the Supply Chain. In
the eTOM framework, infrastructure refers
to more than just the resource (IT and
network) infrastructure that directly
supports products and services. It also
includes the operational and organizational
infrastructure required to support marketing,
sales, service and supply chain processes
for example Customer Relationship
Management (CRM) [11]. These processes
direct and enable processes within the
Operations process area.
The Operations Process Area is the
traditional heart of the Service Provider
enterprise, and of the eTOM standard. It
includes all operations processes that
support the customer (and network)
operations and management, as well as
those that enable direct customer operations
with the customer. These processes include
both day-to-day and operations support and
readiness processes. The eTOM framework
view of Operations also includes sales
management
and
Supplier/Partner
Relationship Management [13].
The Enterprise Management Process Area
includes those basic business processes that
are required to run and manage any large
business. These generic processes focus on
both the setting and achieving of strategic

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corporate goals and objectives, as well as

providing those support services that are
required throughout an Enterprise. These
processes are sometimes considered to be
the corporate functions and processes, for
example Financial Management or Human
Resources Management [13]. Since
Enterprise Management processes are aimed
at general support within the Enterprise,
they may interface as needed with almost
every other process in the Enterprise, be
they operational, strategy, infrastructure or
product processes.

ISO/IEC 27000 is part of a growing family of

ISO/IEC Information Security Management
Systems (ISMS) standards [20]. ISO/IEC 27001 is a
standard from this group responsible for the design,
implementation and testing of an information
security management system and it is the most
important project under ISO/IEC 27000. ISO/IEC
27001 formally specifies a management system that
is intended to bring information security under
explicit management control. Being a formal
specification means that it mandates specific
requirements [19]. Organizations that claim to have
adopted ISO/IEC 27001 can therefore be formally
audited and certified compliant with the standard
[21]. Figure 6. shows the PDCA model for ISO/IEC
27001 standard which is the basic model for
activities with design and maintenance of
Information Security Management System (ISMS).
The ISO 27001 adopts the process model PlanDo-Check-Act (PDCA) which is applied to the
structure of all the processes in ISMS:
Plan (establishing the ISMS) - Establish
the policy, the ISMS objectives, processes
and procedures related to risk management
and the improvement of information
security to provide results in line with the
global policies and objectives of the
organization [19]. The processes from this
phase are: Define the scope of ISMS,
Define information security policy,
Undertake risk assessment, Select controls,
Risk treatment plan and Prepare statement
of applicability.
Do (implementing and workings of the
ISMS) - Implement and exploit the ISMS
policy, controls, processes and procedures
[20]. The processes from this phase are:
Execute risk treatment plan, Write controls
and BCM, Implement policies and BCM,
Implement training, Manage operation and
resources and Implement procedure for
security.
Check (monitoring and review of the
ISMS) - Assess and, if applicable, measure
the performances of the processes against
the policy, objectives and practical

ISO/IEC 20000 is the first international standard

for IT service management. ISO/IEC 20000
standard has emerged as a consequence of the need
to present the recommendations of ITIL framework
within one uniform standard. ISO/IEC 20000
standard has also emerged as a need of a large
number of organizations that wanted to have
implemented a standard in its business environment
which will replace the existing ISO/IEC 9000
standard which is only focused in total quality
management practices [7], [8]. ISO/IEC 20000
contains recommendations for ITIL framework that
are displayed in the main processes that make up
this standard. Figure 5. shows the process model for
ISO/IEC 20000 standard. ISO/IEC 20000 contains
four phases:
Service Delivery Processes These
processes are responsible for the
management with: capacity, availability,
continuity and information security of the
service, and for the management with
contracts and finances [9]. The processes
that are presented in this phase are: Capacity
Management, Service Continuity &
Availability Management, Service Level
Management,
Service
Reporting,
Information Security Management and
Budgeting & Accounting for services.
Relationship Processes These processes
are responsible for the management with
suppliers and relationships which are the
part of the organization [10]. Two processes
which are the part of this phase are:
Supplier Management and Business
Relationship Management.
Resolution Processes These processes are
responsible for the management with:
incidents, service requests and problems [9].
The processes which are the part of this
phase are: Incident and Service Request
Management and Problem Management.

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Control Processes These processes are

responsible for the management with
changes and for the design and
implementation of the IT service. Three
processes are the part of this phase:
Configuration
Management,
Change
Management and Release and Deployment
Management [7].

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experience
and
report
results
to
management for review [21]. The processes
from this phase are: Execute operational
plan, Regular reviews of the effectiveness of
ISMS, Review the level of residual risk,
Internal ISMS audit, Management review of
ISMS and Record impact on ISMS.
Act (update and improvement of the
ISMS) - Undertake corrective and
preventive actions, on the basis of the
results of the ISMS internal audit and
management review, or other relevant
information to continually improve the
same system [19], [20]. The processes from
this phase are: Implement identified
improvement,
Take
corrective
and
preventive action, Apply lesson learned,
Communicate result, Ensure objective and
Continue process.

number of CobiT process implementations is 34. If

we add the implementation of four phases, than the
total number of CobiT implementations is 38. For
each of independent implementation (process or
function) it is needed to describe: key goals, key
activities, key performance indicators and critical
success factors. Key activities and critical success
factors are placed under the principles of reference
model [17]. Table III. and IV. show key goals, key
activities, key performance indicators and critical
success factors of CobiT process Define and
manage service levels. The implementation of other
processes and phases is done in the same way.
The configuration of PRINCE2 framework is based
on implementation of seven phases: Business
scenario, Organization, Quality, Plans, Risk, Change
and Progress [15]. Each phase has seven different
processes: Starting up a Project, Directing a Project,
Initiating a Project, Controlling a Stage, Managing
Product Delivery, Managing Stage Boundary and
Closing a Project. That means that the total number
of PRINCE2 process implementations is 49. If we
add the implementation of seven phases, than the
total number of PRINCE2 implementations is 56.
For each of independent implementation (process or
function) it is needed to describe: key goals, key
activities, key performance indicators and critical
success factors [16]. Key activities and critical
success factors are placed under the principles of
IPTV/VoIP reference model. Table V. and VI. show
key goals, key activities, key performance indicators
and critical success factors of PRINCE2 process
Managing a Stage Boundary at component Risk.
The implementation of other processes and phases is
done in the same way.
The configuration of eTOM standard is based on
implementation of three phases: Strategy, Operation
and Organization. The first phase has 12 processes,
the second phase has 16 processes and the third
phase has 7 processes. That means that the total
number of eTOM process implementations is 35. If
we add the implementation of three phases, than the
total number of eTOM implementations is 38. For
each of independent implementation (process or
function) it is needed to describe: key goals, key
activities, key performance indicators and critical
success factors. Key activities and critical success
factors are placed under the principles of
IPTV/VoIP reference model [12], [13]. Table VII.
and VIII. show key goals, key activities, key
performance indicators and critical success factors
of eTOM process Billing & Revenue Management
Resource Management & Operations. The

3 Implementation of IT Service
Management
frameworks
and
standards for the reference model
The configuration of ITIL 2011 framework is
based on implementation of four different functions:
Technical Management, Application Management,
Service Desk and IT Operations Management [6].
The realization of each function is based on the
implementation of all 26 processes in all five ITIL
phases: Service Strategy [1], Service Design [2],
Service Transition [3], Service Operation [4] and
Continual Service Improvement [5]. That means
that the total number of ITIL process
implementations is 104. If we add the
implementation of four functions, than the total
number of ITIL implementations is 108. For each of
independent implementation (process or function) it
is needed to describe: key goals, key activities, key
performance indicators and critical success factors.
Key activities and critical success factors are placed
under the principles of reference model. Table I. and
II. show key goals, key activities, key performance
indicators and critical success factors of Service
Catalogue Management process at Application
function [2]. The implementation of other processes
and functions is done in the same way [1], [2], [3],
[4], [5].
The configuration of CobiT framework is based
on implementation of four phases: Plan and
Organise, Acquire and Implement, Deliver and
Support and Monitor and Evaluate. The first phase
has 10 processes, the second phase has 7 processes,
the third phase has 13 processes and the fourth
phase has 4 processes [18]. That means that the total

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implementation of other processes and phases is

done in the same way.
The configuration of ISO/IEC 20000 standard is
based on implementation of four phases: Service
Delivery Processes, Relationship Processes,
Resolution Processes and Control Processes. The
first phase has 6 processes, the second phase has 2
processes, the third phase has 2 processes and the
fourth phase has 3 processes. That means that the
total number of ISO/IEC 20000 process
implementations is 13. If we add the implementation
of four phases, than the total number of ISO/IEC
20000 implementations is 17 [8]. For each of
independent implementation (process or function) it
is needed to describe: key goals, key activities, key
performance indicators and critical success factors.
Key activities and critical success factors are placed
under the principles of reference model. Table IX.
and X. show key goals, key activities, key
performance indicators and critical success factors
of ISO/IEC 20000 Release and Deployment
Management process [9]. The implementation of
other processes and phases is done in the same way.
The configuration of ISO/IEC 27000 standard is
based on implementation of four phases: Establish
ISMS, Design and implementation of ISMS,
Monitor and review ISMS and Maintain and
improve ISMS. Each of these phases has 6
processes [20]. That means that the total number of
ISO/IEC 27000 process implementations is 24. If
we add the implementation of four phases, than the
total number of ISO/IEC 27000 implementations is
28. For each of independent implementation
(process or function) it is needed to describe: key
goals, key activities, key performance indicators and
critical success factors. Key activities and critical
success factors are placed under the principles of
IPTV/VoIP reference model [21]. Table XI. and
XII. show key goals, key activities, key performance
indicators and critical success factors of ISO/IEC
27000
Ensure
objective
process.
The
implementation of other processes and phases is
done in the same way.

4 Conclusion
The implementation of each IT Service
Management framework or standard covers all their
processes and functions. ITIL has 4 functions and
104 processes. CobiT has 4 phases and 34
processes. PRINCE2 has 7 phases and 49 processes.
eTOM has 3 phases and 35 processes. ISO/IEC
20000 has 4 phases and 13 processes. ISO/IEC
27000 has 4 phases and 24 processes. It means that
the total number of implementations that have been
finished in this research are 268.

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Each independent implementation required a

description of key goals, key activities, key
performance indicators and critical success factors
for one function or process [1], [2], [3]. All key
goals and key activities represent actions for the
design, implementation and maintenance of systems
for IPTV/VoIP service [4], [5], [6]. Key
performance indicators and critical success factors
are obtained directly from these defined key
activities. All measurements, which will be
described in part 3 of this project, are based on these
real defined key performance indicators and critical
success factors. In this paper is shown the
implementation of one process for each IT Service
Management framework or standard.
References:
[1] S.Taylor, M. Iqbal, and M. Nieves, ITIL
Version 3 Service Strategy, The Office of
Government Commerce, July 2011.
[2] S.Taylor, V. Lloyd, and C. Rudd, ITIL Version
3 Service Design, The Office of Government
Commerce, July 2011.
[3] S.Taylor, S. Lacy, and I. Macfarlane, ITIL
Version 3 Service Transition, The Office of
Government Commerce, July 2011.
[4] S.Taylor, D. Cannon, and D. Wheeldon, ITIL
Version 3 Service Operation, The Office of
Government Commerce, July 2011.
[5] S.Taylor, G.Case, and G.Spalding, ITIL
Version 3 Continual Service Improvement,
The Office of Government Commerce, July
2011.
[6] R. A. Steinberg, Measuring ITIL: Measuring,
Reporting and Modeling the IT Service
Management Metrics That Matter Most to IT
Senior Executives, Trafford Publishing,
January 2001.
[7] Van Haren Publishing, Implementing ISO/IEC
20000 Certification The Roadmap (ITSM
Library), February 2008.
[8] M. Kunas, Implementing Service Quality
based on ISO/IEC 20000, IT Governance
Publishing, May 2011.
[9] L. Cooper, A Guide to the New ISO/IEC
20000-1: The Differences Between the 2005
and the 2011 Editions, BSI British Standards
Institution, June 2011.
[10] Van Haren Publishing, Implementing IT
Service Management Aligning with ITIL and
ISO/IEC 20000, June 2011.
[11] H. Jiejin, A Practical Approach to the
Operation of Telecommunication Services
driven by the TMF eTOM Framework,

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[12]

[13]

[14]

[15]

[16]

[17]

Universitat Poliecnica de Catalunya, September

2009.
J. P. Reilly, M. Kelly, K. J. Willets, and M.
Kreaner, The eTOM A Business Process
Framework Implementers Guide. TM Forum,
April 2009.
D. Byron, An Assessment of the
TeleManagement Forums eTOM Model. TM
Forum, March 2006.
Central Computer and Telecommunications
Agency, Managing Successful Projects with
PRINCE 2, January 2009.
The Office of Government Commerce,
Directing Successful Projects with PRINCE2,
January 2009.
G.
Williams,
APMP
for
PRINCE2
Practitioners, The Office of Government
Commerce, January 2010.
IT Governance Institute, IT Assurance Guide
Using CobiT, 2nd Edition, May 2007.

[18] IT Governance Institute, CobiT Control

Practices: Guidance to Achieve Control
Objectives for Successful IT Governance, 2nd
Edition, May 2007.
[19] H. Baars, K. Hintzbergen, J. Hintzbergen, and
A. Smulders, Foundations of Information
Security Based on ISO27001 and ISO27002,
Van Haren Publishing, April 2010.
[20] E. Humphreys, Implementing the ISO/IEC
27001 Information Security Management
System Standard, Artech Print on Demand,
September 2007.
[21] S. T. Arnason and K. D. Willett, How to
Achieve 27001 Certification: An Example of
Applied Compliance Management, Auerbach
Publications, November 2007.

Figure 2. Components for Projects in Controlled Environments2 (PRINCE2) framework

Figure 3. Processes for Projects in Controlled Environments2 (PRINCE2) framework

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Figure 4. Process model for Enhanced Telecom Operations Map (eTOM) framework

Figure 5. Process model for ISO/IEC 20000 standard

Figure 6. PDCA model for ISO/IEC 27000 standard

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Figure 1. Control Objectives for Information and Related Technology (CobiT) framework
TABLE I. KEY GOALS AND KEY ACTIVITIES FOR ONE SPECIFIED ITIL PROCESS
Key goals of the ITIL application Service Catalogue Key activities of the ITIL application Service Catalogue
Management process for IPTV/VoIP service
Management process for IPTV/VoIP service
Defining a technical catalogue for the central application of the Defining technical specifications for servers of central
information system
application of the information system and relationship with other
systems
Defining a technical catalogue for the Provisioning System Defining technical specifications for servers of Provisioning
between central application of the information system and system and relationship with other systems
network elements for IPTV and VoIP
Defining a technical catalogue for the Billing system
Defining technical specifications for servers of Billing system
and relationship with other systems
Defining a technical catalogue for the ERP system
Defining technical specifications for servers of ERP system and
relationship with other systems

TABLE II. KEY PERFORMANCE INDICATORS AND CRITICAL SUCCESS FACTORS FOR ONE SPECIFIED ITIL PROCESS
Key performance indicators of the ITIL application Service Critical success factors of the ITIL application Service
Catalogue Management process for IPTV/VoIP service
Catalogue Management process for IPTV/VoIP service
The maximum allowed time for the preparation of technical
documentation for the central application of information system
9 days
after installing and releasing into production new servers of the
same system
The maximum allowed time for the preparation of technical
documentation for the Provisioning system after installing and
14 days
releasing into production new servers of the same system
The maximum allowed time for the preparation of technical
documentation for the Billing system after installing and
17 days
releasing into production new servers of the same system

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The maximum allowed time for the preparation of technical

documentation for the ERP system after installing and releasing
into production new servers of the same system

6 days

TABLE III. KEY GOALS AND KEY ACTIVITIES FOR ONE SPECIFIED COBIT PROCESS
Key goals of CobiT process Define and manage service levels Key activities of CobiT process Define and manage service
for IPTV/VoIP service
levels for IPTV/VoIP service
Defining a technical catalogue for technical systems of Defining technical specifications for servers of each technical
IPTV/VoIP service
system and their relationship with other systems
Defining a technical catalogue for application systems of Defining technical specifications for servers of each application
IPTV/VoIP service
system and their relationship with other systems
Defining a technical catalogue for Service Desk systems of Defining technical specifications for servers of each Service
IPTV/VoIP service
Desk system and their relationship with other systems
Defining a technical catalogue for operation systems of Defining technical specifications for servers of each operation
IPTV/VoIP service
system and their relationship with other systems
Defining contracts for technical systems of IPTV/VoIP service
Defining contracts with other companies which are responsible
for the maintenance of technical systems
Defining contracts for application systems of IPTV/VoIP service
Defining contracts with other companies which are responsible
for the maintenance of application systems
Defining contracts for Service Desk systems of IPTV/VoIP Defining contracts with other companies which are responsible
service
for the maintenance of Service Desk systems
Defining contracts for operation systems of IPTV/VoIP service
Defining contracts with other companies which are responsible
for the maintenance of operation systems

TABLE IV. KEY PERFORMANCE INDICATORS AND CRITICAL SUCCESS FACTORS FOR ONE SPECIFIED COBIT PROCESS
Key performance indicators of CobiT process Define and Critical success factors of CobiT process Define and manage
manage service levels for IPTV/VoIP service
service levels for IPTV/VoIP service
The maximum allowed time for the preparation of technical
9 working days
documentation for technical system's servers
The maximum allowed time for the preparation of technical
17 working days
documentation for application system's servers
The maximum allowed time for the preparation of technical
18 working days
documentation for Service Desk system's servers
The maximum allowed time for the preparation of technical
22 working days
documentation for operation system's servers
The highest average number of potential new contracts which are
10 contracts
signed for technical systems during one year
The highest average number of potential new contracts which are
7 contracts
signed for application systems during one year
The highest average number of potential new contracts which are
5 contracts
signed for Service Desk systems during one year
The highest average number of potential new contracts which are
14 contracts
signed for operation systems during one year
TABLE V. KEY GOALS AND KEY ACTIVITIES FOR ONE SPECIFIED PRINCE2 PROCESS
Key goals of PRINCE2 process Managing a Stage Boundary Key activities of PRINCE2 process Managing a Stage
at component Risk for IPTV/VoIP service
Boundary at component Risk for IPTV/VoIP service
Form expert team who should be responsible for the comparison
Review and change the business scenario for development and of business scenario with risks which incurred during the
extension of systems for IPTV/VoIP service if it is not matched development or expansion of individual systems
with the current existing risks
Form expert team who should be responsible for changing
business scenarios for the development and expansion of
systems of IPTV/VoIP service in the part connected to risks
Form expert team which is responsible for monitoring the
performance of individual employees, teams or extern companies
that participate in the definition and monitoring of individual
risks
Write on the integrated place results of the work of employees,
Management with a system for monitoring the implementation of teams or extern companies involved in the management and
risks during the development and expansion of IPTV/VoIP control of risks
service's systems
Development of a central database in which are inserted reports
about the work of employees, teams or extern companies
Implementation of applications on the basis of which can be
lifted out regular reports about the work of employees, teams or
external companies and as such can be delivered to the project
manager and executive manager

TABLE VI. KEY PERFORMANCE INDICATORS AND CRITICAL SUCCESS FACTORS FOR ONE SPECIFIED PRINCE2 PROCESS
Key performance indicators of PRINCE2 process Managing Critical success factors of PRINCE2 process Managing a
a Stage Boundary at component Risk for IPTV/VoIP service
Stage Boundary at component Risk for IPTV/VoIP service
Maximum available percentage of business scenarios that need to
be changed during one year because of the risk in the
20%

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development or expansion of IPTV/VoIP system's service

The largest available time which is needed to change business
scenario during the occurrence of unplanned risks
The minimum allowed percentage of positive achieved results of
employees, teams and external companies which are responsible
for managing with risks
The average allowed number of reports during one month to the
executive management about the work of all participants which
are responsible for managing with risks

15 working days

90%

4 reports

TABLE VII. KEY GOALS AND KEY ACTIVITIES FOR ONE SPECIFIED ETOM PROCESS
Key goals of eTOM process Billing & Revenue Management Key activities of eTOM process Billing & Revenue
Resource Management & Operations for IPTV/VoIP service
Management Resource Management & Operations for
IPTV/VoIP service
Constant reviewing of modules for the measurement of IPTV
service's consumption
Monitoring of the problems that occurred during the final
Reviewing and resolving problems that are associated with the calculation of consumption for IPTV service and checking
work of the module for the measurement of IPTV service whether the problem has to be forwarded to the appropriate
consumption
supplier
Printing the entire consumption of IPTV service for the user who
has invested a complaint to the account
Working on solving possible errors during the collection of all
spending records for IPTV service for the user who has invested
a complaint to the account
Constant reviewing of modules for the measurement of VoIP
service's consumption
Monitoring of the problems that occurred during the final
calculation of consumption for VoIP service and checking
Reviewing and resolving problems that are associated with the whether the problem has to be forwarded to the appropriate
work of the module for the measurement of VoIP service supplier
consumption
Printing the entire consumption of VoIP service for the user who
has invested a complaint to the account
Working on solving possible errors during the collection of all
spending records for VoIP service for the user who has invested a
complaint to the account
TABLE VIII. KEY PERFORMANCE INDICATORS AND CRITICAL SUCCESS FACTORS FOR ONE SPECIFIED ETOM PROCESS
Key performance indicators of eTOM process Billing & Critical success factors of eTOM process Billing & Revenue
Revenue Management Resource Management & Operations Management Resource Management & Operations for
for IPTV/VoIP service
IPTV/VoIP service
The average number of allowed problems which are detected by
5 problems
monitoring of module for the calculation of IPTV consumption
The allowed percentage of problems in category of the total
number of problems that are connected with the module for the
final calculation of IPTV consumption which can solve the staff
60%
of Telecom operator without the support of extern companies
The allowed percentage of problems in category of the total
number of problems in company that are connected with the
20%
module for the final calculation of IPTV consumption
The average number of allowed problems which are detected by
5 problems
monitoring of module for the calculation of VoIP consumption
The allowed percentage of problems in category of the total
number of problems that are connected with the module for the
50%
final calculation of VoIP consumption which can solve the staff
of Telecom operator without the support of extern companies
The allowed percentage of problems in category of the total
number of problems in company that are connected with the
15%
module for the final calculation of VoIP consumption

TABLE IX. KEY GOALS AND KEY ACTIVITIES FOR ONE SPECIFIED ISO/IEC 20000 PROCESS
Key goals of ISO/IEC 20000 process Release and Deployment Key activities of ISO/IEC 20000 process Release and
Management for IPTV/VoIP service
Deployment Management for IPTV/VoIP service
Implementation of hardware infrastructure of technical systems
Implementation of hardware and software infrastructure of Implementation of software infrastructure of technical systems
technical systems of IPTV/VoIP service
Implementation of relationship of technical systems with some
other systems
Implementation of hardware infrastructure of application systems
Implementation of hardware and software infrastructure of Implementation of software infrastructure of application systems
application systems of IPTV/VoIP service
Implementation of relationship of application systems with some
other systems
Implementation of hardware infrastructure of Service Desk
systems

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Implementation of hardware and software infrastructure of

Service Desk systems of IPTV/VoIP service

Implementation of hardware and software infrastructure of

operation systems of IPTV/VoIP service

Implementation of software infrastructure of Service Desk

systems
Implementation of relationship of Service Desk systems with
some other systems
Implementation of hardware infrastructure of operation systems
Implementation of software infrastructure of operation systems
Implementation of relationship of operation systems with some
other systems

TABLE X. KEY PERFORMANCE INDICATORS AND CRITICAL SUCCESS FACTORS FOR ONE SPECIFIED ISO/IEC 20000 PROCESS
Key performance indicators of ISO/IEC 20000 process Critical success factors of ISO/IEC 20000 process Release
Release and Deployment Management for IPTV/VoIP service and Deployment Management for IPTV/VoIP service
The maximum allowed time which is needed for the
implementation of hardware and software infrastructure of
30 days
technical systems of IPTV/VoIP service
The maximum allowed time which is needed for the
implementation of hardware and software infrastructure of
35 days
application systems of IPTV/VoIP service
The maximum allowed time which is needed for the
implementation of hardware and software infrastructure of
24 days
Service Desk systems of IPTV/VoIP service
The maximum allowed time which is needed for the
implementation of hardware and software infrastructure of
14 days
operation systems of IPTV/VoIP service
TABLE XI. KEY GOALS AND KEY ACTIVITIES FOR ONE SPECIFIED ISO/IEC 27000 PROCESS
Key goals of ISO/IEC 27000 process Ensure objective for Key activities of ISO/IEC 27000 process Ensure objective for
IPTV/VoIP service
IPTV/VoIP service
Checking the validity of implemented information security
procedures in technical systems
Checking the correctness of implemented information security Checking the validity of implemented information security
procedures and their results in the production environment of procedures in application systems
IPTV/VoIP service
Checking the validity of implemented information security
procedures in Service Desk systems
Checking the validity of implemented information security
procedures in operation systems
The detailed analysis of do each implemented security procedure
can meet current business needs of technical systems
The detailed analysis of do each implemented security procedure
The analysis of do implemented security procedures can meet can meet current business needs of application systems
current business needs of IPTV and VoIP service
The detailed analysis of do each implemented security procedure
can meet current business needs of Service Desk systems
The detailed analysis of do each implemented security procedure
can meet current business needs of operation systems

TABLE XII. KEY PERFORMANCE INDICATORS AND CRITICAL SUCCESS FACTORS FOR ONE SPECIFIED ISO/IEC 27000 PROCESS
Key performance indicators of ISO/IEC 27000 process Critical success factors of ISO/IEC 27000 process Ensure
Ensure objective for IPTV/VoIP service
objective for IPTV/VoIP service
The average allowed time which is needed for checking the
validity of implemented information security procedures in
technical systems, the allowed percentage of realized security
2 months, 94%
procedures for these systems that can meet the business needs of
IPTV/VoIP service
The average allowed time which is needed for checking the
validity of implemented information security procedures in
application systems, the allowed percentage of realized security
3 months, 85%
procedures for these systems that can meet the business needs of
IPTV/VoIP service
The average allowed time which is needed for checking the
validity of implemented information security procedures in
Service Desk systems, the allowed percentage of realized
3 months, 87%
security procedures for these systems that can meet the business
needs of IPTV/VoIP service
The average allowed time which is needed for checking the
validity of implemented information security procedures in
operation systems, the allowed percentage of realized security
6 months, 80%
procedures for these systems that can meet the business needs of
IPTV/VoIP service

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