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1、Author:Ed Finegold,Contributing Analyst Editor:Ian Kemp,Managing EditorSponsored by:labsknowledgecode+frameworkstraining+accreditationunderstanding the benefits ofproduct lifecycle managementkeep it simple:2contents03 setting the scene04 chapter 1:what is product lifecycle management(PLM)?08 chapter

2、 2:why is PLM in the spotlight now?10 chapter 3:how the Open Digital Architecture(ODA)fits into PLM approaches13 chapter 4:product simplification in action(three case studies)18 chapter 5:key steps to success19 additional feature from Etiya 23 meet the Research and Media team 23Product lifecycle man

3、agement(PLM)is the insiders way of looking at new service challenges for communications service providers(CSPs).It is commonly accepted that CSPs need to find new sources of revenue and to be more efficient when delivering their product sets.Many have undertaken major business,IT and business suppor

4、t system(BSS)transformations to achieve these and related goals.Within the scope of these major efforts,streamlining product portfolios and making new product creation processes simpler and more flexible have often been priorities.Product portfolio simplification can make it easier for CSPs to move

5、from legacy to modern BSS systems.It can help smooth the path to product and feature development and deployment automation.And it can help CSPs behave more like digital companies and help reduce crucial business costs.But even if the existing product set and product catalog architecture are simplifi

6、ed,they will not remain simple and they will not grow and flourish profitably without PLM controls in place to govern them.CSPs products,services and solutions are becoming more complex and composed of integrated and distributed components that require sophisticated orchestration.In order to manage

7、this,and to leverage new technologies such as AI,operators are re-evaluating how they practice,implement and automate PLM.In this e-book,we take a closer look at PLM what it is,how it has changed,why its importance has increased,and why CSPs need it to help them grow in a digital context.In the firs

8、t chapter we define PLM and its benefits.setting the sceneProduct portfolio simplification can help smooth the path to product and feature development and deployment automation,and help reduce crucial business costs4CHAPTER 1what is product lifecycle management?CSPs are now competing in a converged

9、ICT marketplace for B2B customers while at the same time continuing to fight pricing wars to attract consumers.These factors compel them to constantly find ways to reduce the cost and time required to bring new solutions,services and features to market.In addition,they continue to face increasing ex

10、pectations for high-quality experiences and near flawless performance.As a result,better product lifecycle management(PLM)processes are needed to sustain the pace of product introduction while maintaining governance of product data and its consumption across the enterpriseComponentization is a drivi

11、ng force New services increasingly incorporate components from non-traditional sources such as AI platform APIs and a slew of new,connected devices with differing capabilities.As a result,CSPs are under pressure to simplify their product strategies and componentize rather than customize their offeri

12、ngs just to make them feasible to deliver reliably,at low cost but at large scale.These market conditions are encouraging CSPs to look at products and their lifecycles differently.Rather than thinking only of vertically integrated,end-to-end services,a componentized approach considers how a CSPs exi

13、sting capabilities can be combined with those of partners to create more competitive and attractive offers.And it considers how new capabilities can be introduced given available infrastructure which may include public clouds and AI platforms,for example.5 5In that setting,a CSP must ensure excellen

14、t customer experiences from the point at which a service is ordered or instantiated and throughout the entire period of use,accounting for the mix of components and how they change over the life of the service.How to manage product lines,introduce new capabilities,and yet simplify and reduce the cos

15、t of product development in this componentized service environment,are all fundamental aspects of PLM today.Defining PLMPut simply,PLM is a process used to manage every aspect of a products lifecycle while sustaining the accuracy,quality and shareability of product data across all of the groups,syst

16、ems and processes in the enterprise that need itIdeateEnd of lifeDesign&developTest&assurequalityMaintain&updateSell&supportLaunch&marketGo tomarket6Though the steps in this process may differ between industries,and even companies within the same industry,a typical PLM process will consist of the ph

17、ases or steps shown in the graphic on the previous page and outlined here:Ideate.Products and services are conceived,researched and put forward for development.Design&develop.Specifications are defined,available resources assessed for feasibility,and prototypes or minimum viable products are created

18、.Test&assure quality.Product,service and service assurance factors are tested and refined.Go to market.Factors like partner and supplier integration,logistics processes and order fulfillment flows are operationalized.Launch&promote.Products and services are introduced to the market with incentives,p

19、romotions and advertising.Sell&support.For active products,sales teams drive revenue growth as support teams handle customer relationship management(CRM),tech support and billing inquiries.Maintain&update.Updates,fixes and enhancements are introduced continuously via Agile,DevOps and AIOps processes

20、.End of life.When products are discontinued,retired or replaced,this process addresses end-of-life factors from updating catalogs to informing customers.When PLM is most effective,it is performed collaboratively across business and technical functions with an eye toward strong data governance and wi

21、th continuous improvement processes implemented.PLM provides structure for both,managing product change as part of sustaining product data quality.7Implemented effectively,PLM will have significant operational,financial and customer experience benefits,including:Reducing operating costs by decreasin

22、g execution costs and churn rates while increasing human performanceDecreasing time to market,wait time and delivery delays for customers through better collaboration within a more consistent product development processEnabling greater innovation in the ideation phase,producing better designs,enabli

23、ng greater component reuse,and improving product data management and visibilityImproving product and process quality through better information availability and accuracy,product launches,provisioning performance,service quality and reductions in technical defects.Where possible CSPs should also supp

24、ort PLM strategies with financial targets,which may be feasible even if aggressive.In the next chapter we look at how digital transformation and automation feeds into PLM.Implemented effectively,PLM will have significant operational,financial and customer experience benefits 8CHAPTER 2why is PLM in

25、the spotlight now?Product lifecycle management garners more focus today because CSPs are re-evaluating what they offer,how they offer it,and how they structure the IT environment that manages their product catalog data.CSPs transformation,digitalization and automation initiatives have often prioriti

26、zed product simplification to their benefit.Simplifying products makes sense on the face of it,focusing on those that have the most traction in todays digitalized market,and adopting if not automating a process for improving or decommissioning underperforming products.It also makes sense to constant

27、ly optimize otherwise well-performing products to anticipate and stay one step ahead of ever-changing consumer needs.Digitalization goes with simplificationProduct simplification has also made it easier for CSPs to move from legacy to modern business support systems.In a survey of 90 executives from

28、 80 telcos worldwide,for our report BSS for B2B:operators diverge on the path to cloud,87%of CSPs said they are now doing so either cautiously or more aggressively(see pie chart).Which best describes your approach to legacy BSS?Lets transform it into something greatLets make it better,but very caref

29、ullyIf its not broken,dont fix it;if it breaks,fix it fast and cheapShut them down and start again6%6%42%45%9Simplifying what is in the product catalog as well as how product data is managed across the IT environment helps smooth the path to improvements in feature development and deployment automat

30、ion.It can make it less expensive to manage products overall.And it makes the entire process of PLM easier to instantiate and improve.As a result,product simplification and the introduction of business controls like PLM help CSPs behave more like digital companies.Simple will not stay stillThe long-

31、term challenge for CSPs once they have simplified products is that they will not stay simple forever.Communications and ICT products and services are evolving,adapting,integrating AI and expanding in scope,and they are becoming more componentized very rapidly.As more complex components are integrate

32、d into new products and services,they require greater degrees of orchestration and management to function.Product catalogs are changing too.Consumers across the enterprise need product catalog data and rely on it being both accurate and delivered on-demand.CSPs must address the crucial challenge of

33、solving the needs of product data users across the entire enterprise as they introduce more product development and lifecycle management automation not to mention autonomous networking and other AI-driven capabilities.Because of this degree of change,demand and importance around products,product dat

34、a and product performance,the concept and practice of product lifecycle management has taken on new importance,not just as a transformation enabler,but also as a long-term digital business control.With effective PLM processes and controls in place,service providers should be able to avoid re-creatin

35、g the ageing product quagmire they face now while evolving complex and orchestrated digital services and solutions with a long-term,continuous improvement-based approach.The next chapter looks at how TM Forums Open Digital Architecture fits into PLM approaches.Product lifecycle management has taken

36、on new importance,not just as a transformation enabler,but also as a long-term digital business control 10CHAPTER 3How ODA fits into PLM approachesCSPs have always been forced to manage tremendous complexity in their product development and delivery processes.That complexity typically translates int

37、o cost and time“to launch products and to fix product inconsistencies across the landscape”,says Gaetano Biancardi,Innovation Chief Architect with Accenture,and leader of TM Forums Open Digital Architecture(ODA)component definition work.As a result,ODAs work has focused on solving big product catalo

38、g management challenges for CSPs,of which product lifecycle management is a key part.Biancardi explains that in the race to digitalize,BSS landscapes tended to add many new layers in a short time.New customer experience(CX)layers,like engagement management,were added to billing and CRM to address cu

39、stomer needs and add personalization.In the background,however,products were not always addressed in ways that would support these changes and their CX goals.In response,TM Forum designed the TMFC001 product catalog management specification to help CSPs organize and componentize all their products a

40、nd product definitions consistently and with a common,if not standardized,approach.ODA and product catalog managementThe graphic on the next page shows the relationship among each of the Business Process Framework(eTOM)business activities that go into product catalog management,including:lifecycle m

41、anagement;each of the types of data or data entities that fall under product catalog management;which APIs are used in the collection and synchronization of this data;and which APIs are exposed specifically for product catalog management.11TMF688 EventTMF662 Entity catalog mgmt.TMF620 Product catalo

42、g mgmt.TMF675 Geographic locationTMF673 Geographic siteTMF673 Geographic addressTMF669 Party roleTMF651 Agreement mgmt.TMF634 Resource catalogTMF633 Service catalogTMF632 Party mgmt.TMF623 SLATMF 672 User roles&permissionsTMFC001:Product Catalog ManagementL2 Product specification,ofering development

43、&retirement*for product usage spec*for product test spec*for loyalty program spec*for product configuration specL2 Business partner ofering development&retirement L2 Loyalty program mgmt./L3 Loyalty program development&retirementL2 Product capacity mgmt./L3 Implement product capacity planL2 Product

44、catalog planning managementL2 Product catalog lifecycle managementL2 Product catalog operational readiness managementL2 Product catalog content managementL2 Product specification managementProduct oferingProduct specificationProduct Usage*Product test*Product CapacityLoyalty*Product configuration*Pa

45、rty product spec&oferTMF671 PromotionTMF620 Product catalog mgmt.TMF701 Process flowTMF688 EventLegendeTOM business activitySID data entityDependent APIsExposed APIsTM Forum,202412A key concept in this model is that it calls for a single,central source of responsibility for all product catalog data.

46、“There must be consistency with that data and the processes that distribute product information across the landscape,and that information must be synchronized in the proper way,”says Biancardi.He adds that there is no prescription from an ODA perspective on the number of run time catalogs a CSP migh

47、t operate,but they must be using the same set of accurate data where any changes are synchronized even if the data itself is retrieved in synchronous,event-driven or batch fashion.TMFC001 is designed so that catalog data can be streamed using Kafka-like technologies Kafka is an open-source distribut

48、ed streaming platform used for data functions and any subscribing component will sync with its changes.Product definitions and specifications are also componentized and simplified thanks to ODA.Product definitions should be reusable across segments,the simplest example being a basic B2C mobile produ

49、ct which is offered via B2B and secondary branded channels as well.“The price,wrapper and perks might be different,but the product and how it is delivered are the same,”Biancardi explains.ODA accommodates legacy transitionBiancardi adds that TM Forums goal is not to over-specify components,but rathe

50、r to instruct industry stakeholders on how to use them to their advantage and make them practical to use.For example,because most CSPs use legacy IT and are not ODA end-to-end,TM Forum has introduced an ODA proxy component concept.“We accept reality,like you have an ERP enterprise resource planning

51、product with its own data model,”Biancardi says.“Thats OK,keep it working,but shield it with Open APIs.”In doing so,Biancardi explains,a CSP ensures that any application lifecycle change that occurs later will not disrupt integration with systems like ERP,which are usually treated like the other sid

52、e of the wall “and we cant treat it that way,”he adds.Many systems,including“over-the-wall”systems like ERP,need access to product data and thus need to be able to retrieve it via APIs from the single trusted source.How that is achieved,sustained and improved over time,Biancardi explains,is ultimate

53、ly what ODA is delivering for CSPs in product catalog management.The next chapter features three case studies that show how CSPs have used product simplification to drive their strategies.Because most CSPs use legacy IT and are not ODA end-to-end,TM Forum has introduced an ODA proxy component concep

54、t13CHAPTER 4product simplification in actionIn this chapter we detail three examples of CSPs that have used product simplification and the ODA to set themselves up for improved product lifecycle management.In each case,product simplification was at the center of the enterprise-wide strategy,impactin

55、g customers in both consumer and B2B markets while defying some conventional wisdom on legacy systems replacement along the way.BT creates new approach to product modellingIn 2019,one of BT Groups primary objectives became to simplify its business through a substantial IT transformation.It aimed to

56、improve its approach to product modelling and to better integrate service components derived from its partner ecosystem.At the same time,the CSP planned to simplify its product portfolio,automate more customer interactions,modernize IT systems and move customers from legacy to new products and servi

57、ces.In simplifying its IT landscape,the total number of systems was reduced from more than 2,400 to fewer than 500 in an effort to cut legacy costs in half.Early in this effort,the IT team could see that most customer-facing units were selling similar and sometimes identical products to different ma

58、rket segments.Differences between products tended to occur only at the offering level and among pricing and bundling rules rather than technical or service delivery differences.Those same or similar products were managed across dozens of systems and catalogs prior to simplification.Rather than susta

59、ining dozens of disparate catalogs,BT Group decided to componentize services into reusable building blocks,making it easier to compose and deliver new services or solutions tailored to specific markets through any channel.It aimed to do this without creating redundant products and operations process

60、es across disparate legacy systems and product catalogs.14Utilizing TM Forums product/services/resources model,a core part of the Open Digital Architecture(ODA),BT Groups IT team created a new product modelling scheme and common language across all product catalogs.The team defined strict rules arou

61、nd what a product building block or component could be.Each had to have an impact on cost or price to involve a customer-selected option.And each component needed to have its management and lifecycle mapped out to enable proactive PLM.BenefitsFor BT Group,the benefits derived from simplifying the pr

62、oduct landscape,and the IT systems that support and interact with it,were tangible:Business stakeholders engaged in product modelling for the first timeMore practical automation was created,eliminating some manual proceduresQuotes and orders became more flexible to meet customer preferences and spee

63、d up better bid responsesSales processes no longer relied on disconnected spreadsheets to share pricing informationData governance was improved and reinforced more product component reuse.15M1 simplifies products while transforming BSSAt TM Forums DTW2023Ignite in Copenhagen,former M1 Chief Digital

64、Officer Nathan Bell,now a partner with Kearneys digital practice in Amsterdam,provided a deep dive into how M1 completely overhauled its BSS,including a major product simplification effort,to transform itself into a digital business providing telecoms services.M1 is Singapores third-largest mobile o

65、perator and competes with mobile virtual network operator(MVNO)and over-the-top(OTT)service providers that focus on delivering superior digital customer experiences.The CSP needed a plan to respond to customers and partners who wanted to collaborate more to build better solutions faster.M1 decided t

66、o simplify its BSS architecture substantially in order to offer richer products to its customers.BenefitsIts new BSS and product catalog architecture,initially constructed side by side with the legacy stack it replaced,provides:A cloud-native architecture,including public cloud components30 best of

67、breed BSS componentsTM Forum ODA-compliant,Open API-based integrationStreamlined operations,replacing more than 150 legacy IT systems and 200 databases16M1 was successful in simplifying its products;re-aligning them with financial goals based on real profit and loss measures;and adopting systems and

68、 processes that support PLM well going forward.Telstra simplifies its product approachIn 2018,Telstra announced a product and operations simplification strategy aimed at improving its customer experience while reducing its cost base.The CSPs total income declined from US$18.3 billion in FY2019 to a

69、low of US$14.5 billion in FY2022.Growth returned,however,in 2023 with Telstras full-year income exceeding USD$15 billion(A$23.2 billion)once again.Revenue growth was achieved across mobile,enterprise,international and infrastructure services.For its consumer and small business segments,Telstra set o

70、ut to simplify its product offerings,deliver new digital experiences,and in turn eliminate a range of customer pain points.These aims were achieved due to at least four key factors:Personalized mobile plan options,with more than 5 million possible feature,offer and tariff combinationsNew approach to

71、 product design.Telstra changed its approach to product design to accelerate product introductions and to integrate each product with sales,support and customer experience resources.17CX-focused feature updates.Data overage charges were eliminated for mobile customers.Mobile was cited in Telstras H1

72、 2024 earnings announcement as its greatest revenue contributor and growth segment.Simpler and more agileAt the same time,Telstra announced its intention to continue to grow as a one-stop-shop for B2B technology and supported this goal with a simplified and componentized product portfolio.Its overal

73、l goal was to reduce its product portfolio by more than half within three years while shifting to a digital-first approach.For H1 2024,Telstra has reported an 11.4%increase in first-half net profit year on year to A$1billion(just short of US$650 million).The next chapter gives some key steps to succ

74、ess in implementing PLM.Product simplification.Nearly 2,000 tariff plans were replaced with 20 new“core”plans supported with digital self-service and focused on providing customers with cost certainty.New digital CX capabilities.Telstra also simplified its customer experience with new digital self-s

75、erve capabilities supporting its far simpler but more navigable range of product variations18In an interview for this report Nathan Bell,Partner Digital Practice,Kearney,offers four reasons PLM is just as important as preparing data models,designing target-state architectures and defining customer j

76、ourneys for CSPs that are transforming their product offerings and BSS.Bell previously led M1 through its B2C BSS transformation,which incorporated product simplification and PLM adoption among other holistic transformation aspects.Four keys to adopting PLMFirst,PLM should be“a component of shaping

77、a product strategy”to determine“what actions we are taking to improve growth and efficiency”,Bell says.These basic metrics in turn indicate where a product is moving through its PLM phases toward growth,persistence or retirement.Product rationalization should start with categorizing of each product

78、based on where it is in its PLM cycle.Placing a product in a category becomes the final validation step.For example,if a product is in its sunset phase,it likely does not need to be retained through transformation.As rationalization occurs,teams can be trained on PLM.One way is to create a profile f

79、or each product during this training,including its profit and loss statement view,which can then be updated going forward.This view helps cut through false assumptions relating to profitability and traction.Product managers should perform quarterly PLM health checks across identified metrics to sust

80、ain product focus and their KPIs should include how well they perform these checks.CHAPTER 5key steps to successBell adds that many CSPs tend to be strong in the design,business case and launch phases of PLM;and some are even skilled at managing their active products.But too often,he says,PLM loses

81、its focus and“drops off for retiring and cease of services”the aspects that must be sustained not only to optimize product profitability but also to avoid creating a new,and very costly,product quagmire that will require another rationalization in the near future.19The telecommunications industry is

82、 characterized by rapid changes and innovation,with products and services involving complex technologies and development processes.With a diversifying market demand and a fierce competitive environment,it is never easy for operators to keep up with new requirements and stay ahead of the competition

83、both in terms of portfolio and pricing.The goal of Product Lifecycle Management in the telco industry is to optimize the development and management of a product in order to improve efficiency,reduce costs,and foster innovation.PLM is an essential tool for CSPs that enables a structured approach to t

84、he development of new products and services,and supports pricing decisions by providing data and insights on product development,production,and distribution costs.In such a complex process,close collaboration among different teams and departments within an organization is essential to ensure cross-f

85、unctional knowledge and info sharing,and transparency.PLM also helps to coordinate these efforts to achieve seamless collaboration and enhanced operational efficiency.Product Lifecycle Management from EtiyaProduct Lifecycle Management(PLM)is a core capability in Etiyas Digital Business Platforms,tha

86、t is integrated in the Etiya Catalog Configurator(ECC)of its Product Catalog Management module.It provides CSPs a detailed overview of their products and services throughout their entire lifecycle.PLM navigates the complete journey of a product,commencing from its inception and introduction,advancin

87、g through phases of growth and maturity,until its eventual termination and withdrawal from the market.ADDITIONAL FEATURE BY ETIYAWhy PLM is important for telco20This PLM capability empowers businesses to strategically blueprint,execute,and oversee each life stage of a product.It helps in managing al

88、l data and documents related to a product,and supports the development process with dynamic task assignments and phase-specific checkpoints.Etiyas Product Catalog Management supplies crucial building blocks,such as detailed specifications for products,resources,and services,as well as offers and tar

89、iffs.By leveraging these building blocks,the PLM process is accelerated across all stages,achieving enhanced efficiency in product development,from configuration,testing and deployment.PLMs adaptability to market dynamics facilitates agile product updates and adjustments,supports continuous improvem

90、ents,preserving both relevance and competitiveness,and enabling synchronization with market trends across the individual product lifecycle.With its advanced workflow management and with the help of AI,it automates and streamlines various tasks and processes related to product development.Given the c

91、omplexity of market requirements,telcos usually operate with an extensive product portfolio,where a comprehensive version control can help track various product versions and related data,offering improved operational transparency.Etiyas PLM incorporates a role-based access control mechanism,managing

92、 task assignments and data visibility throughout the whole process.This security protocol restricts access based on user roles,establishing outstanding operational security.The Tri-Layered Configuration of the Etiya Catalog Configurator(ECC)is designed to enhance product management efficiency.With t

93、hree distinct layers technical,marketing,and financial each layer addresses a specific aspect of a product,allowing for a comprehensive and structured approach to product configuration.This ensures that all relevant dimensions of a product are accurately defined,resulting in fully optimized offering

94、s on the market.PLM capability empowers businesses to strategically blueprint,execute,and oversee each life stage of a product21ECC facilitates the seamless collaboration of users with diverse roles,e.g.in design,development,manufacturing,finance and support,enabling them to work on distinct facets

95、of products and services simultaneously in the different layers.This allows different departments to concentrate on their specialized task,and ensures real-time updates to products without causing interference among other users.By providing a unified platform for data sharing and version control,PLM

96、 optimizes resource utilization,reduces time-to-market,and minimizes errors.In telecommunications,where innovation is paramount,the Product Lifecycle Management capability offered in Etiyas AI-driven Digital BSS is instrumental in maintaining competitiveness and fostering continuous improvement thro

97、ughout the product lifecycle.The solution uses TM Forum certified APIs,that supports operators in developing a fully agile,microservice-based and interoperable system,to meet future business demands.With its integrated AI capabilities,Etiyas Digital BSS provides a smart solution for todays market ch

98、allenges,focusing on efficiency,accuracy,transparency and smooth collaboration.It allows CSPs to offer personalized products and services,and superior customer experiences.Better teamwork and smart decision-making will enable CSPs to launch successful products and constantly improve their portfolio

99、to meet evolving market requirements.ETIYA,2024By providing a unified platform for data sharing and version control,PLM optimizes resource utilization,reduces time-to-market,and minimizes errors.22About EtiyaEtiya is a leading software company providing customer experience-focused,AI-driven Digital

100、Transformation with its award-winning product portfolio.Founded in 2004,Etiya has more than 1,500 employees and offices in 3 continents and 7 countries.Its microservices-based architecture,DevOps methodology,and AI-driven portfolio provide a competitive advantage to its customers by bringing agility

101、 and flexibility into their business.Etiyas products have been successfully implemented and proven in Tier 1 service providers and have the scalability to handle millions of orders per day.Its business processes and business entities are certified to the latest TM Forum standards,TM Forum Frameworx

102、version 21.0,and achieved the highest number of conformant TM Forum Business Process Framework Level 3 Certifications and SID entities of any vendor.The company has achieved a Platinum level Open API conformance certification with TM Forum,and it is a member of the CAMARA Open API initiative.It has

103、won various awards from 3rd party independent institutions like TM Forum with its product portfolio and the customer experience-based projects provided to customers.23Published by:TM Forum US office 181 New Road Suite 304 Parsippany,NJ 07054 USA Phone:+1 862-227-1648 European office TM Forum Uncommo

104、n 34-37 Liverpool Street London EC2M 7PP UK Phone:+44 207 748 6615www.tmforum.orgISBN:978-1-955998-82-6 2024.The entire contents of this publication are protected by copyright.All rights reserved.The Forum would like to thank the sponsors and advertisers who have enabled the publication of this full

105、y independently researched report.The views and opinions expressed by individual authors and contributors in this publication are provided in the writers personal capacities and are their sole responsibility.Their publication does not imply that they represent the views or opinions of TM Forum and m

106、ust neither be regarded as constituting advice on any matter whatsoever,nor be interpreted as such.The reproduction of advertisements and sponsored features in this publication does not in any way imply endorsement by TM Forum of products or services referred to therein.Meet the Research&Media team

107、Author:Ed Finegold Contributing Analyst efinegoldtmforum.orgPractice Lead:Dean Ramsay dramsaytmforum.orgChief Analyst:Mark Newman mnewmantmforum.orgSenior Analyst:Richard Webb rwebbtmforum.orgHead of Operations:Ali Groves agrovestmforum.org Commercial Manager:Tim Edwards tedwardstmforum.orgEditor:Ia

108、n Kemp Managing Editor ikemptmforum.orgEditor in Chief,Inform Joanne Taaffe jtaaffetmforum.orgGlobal Account Director:Carine Vandevelde cvandeveldetmforum.orgDigital Media Coordinator:Maureen Adong madongtmforum.orgMarketing Manager:Ritika Bhateja rbhatejatmforum.org24To find out more about TM Forums work on product lifecycle management please contact Joann OBrien