BRMP Certification QUESTIONS &
ANSWERS 100% CORRECT!!
Business Relationship Manager - ANSWERA role that serves as the strategic
interface between a Provider, and one or more Business Partners to stimulate,
surface and shape business demand for the Provider's products and services and
ensure that the potential business value from those products and services is
captured, realized, optimized and recognized.
Three Perspectives of BRM - ANSWER- Role (duties and responsibilities)
- Discipline (skills, capabilities and knowledge)
- Organization Capability (of the provider to be effective for shaping demand)
BRM as a Connector - ANSWER- Facilitate productive connections and mobilize
projects and programs
- Stimulate, surface, and shape demand, Raise IT Savvy
- Influences appropriate supply
BRM as Orchestrator - ANSWER- Capabilities to drive value from Provider services
- Coordinate and aggregate demand
- Orchestrate key provider roles
BRM as Navigator - ANSWER- Facilitate Business-Provider convergence
- Facilitate business strategy and roadmapping
- Guide architecture, portfolio and program management
BRM Related Standards - ANSWERISO/IEC 20000
COBIT 5 - recommends appointment of BRM
ITIL Framework - description of BRM process
SFIA (Skills Framework for the Information Age)
Business-Provider Alignment Model - ANSWERENVIRONMENT impacts the
STRATEGIC CONTEXT and drives the
IT STRATEGY and aligns to the
IT PORTFOLIO
BRM Competencies - DNA (Develop/Nurture/Advance) - ANSWER- Strategic
Partnering
- Business IQ
- Portfolio Management
- Provider Domain Knowledge
- Powerful Communications
- Business Transition Management
Strategic Partnering (DNA) - ANSWERGoal of BRM is to establish a Strategic
Partnership between the Provider and the Businesses it serves
, Business IQ (DNA) - ANSWEROne of the reasons the strategic partnership goal has
been so elusive is that Provider organizations often fall short in understanding and
speaking the language of their Business Partners.
Servicing Discipline - ANSWER- Coordinates Provider resources
- Manages the expectations of the Business Partner
- Translates demand into supply requirements
- Facilitates Business Strategy, business capability roadmapping, portfolio and
program management
Value Harvesting Discipline - ANSWER- Ensures the success of business change
initiatives
- Tracks and reviews performance
- Provides input to continuous improvement actives
- Provides insights to the results of business change and initiates
Portfolio Management (DNA) - ANSWERTo optimize value realization from a
Provider's products, services, assets and capabilities, the discipline of Portfolio
Management is crucial to the expression of business strategy and the investment
and risk choices that must be made in pursuing that strategy.
Provider Domain (DNA) - ANSWERThe associated disciplines of Service
Management are drawn as the next ring because value realization also depends on
having the right provider services delivered in the most effective way.
Business Transition Management (DNA) - ANSWERA common cause for loss in
realization is the failure to properly manage business transitions enabled by a
Provider's services (such as process improvement, new business capabilities).
Powerful Communications - ANSWERDrawn as the outermost ring of the BRM DNA
graphic because all the competencies referenced in the inner rings and core depend
on it.
Roof of the House of BRM - ANSWERClarity of the BRM Role in the context of the
Provider Strategy and Operating Model
Business Relationship Maturity Model - ANSWERL1: Ad Hoc
L2: Order Taker
L3: Service Provider
L4: Trusted Advisor
L5: Strategic Partner
Demand Shaping Discipline - ANSWER- A set of disciplines, tools and governance
mechanisms designed to surface stimulate and shape business demand for Provider
products and services in balance with supply constraints.
- Ensures that provider capabilities are full leveraged.
- Optimizes value realized through services
ANSWERS 100% CORRECT!!
Business Relationship Manager - ANSWERA role that serves as the strategic
interface between a Provider, and one or more Business Partners to stimulate,
surface and shape business demand for the Provider's products and services and
ensure that the potential business value from those products and services is
captured, realized, optimized and recognized.
Three Perspectives of BRM - ANSWER- Role (duties and responsibilities)
- Discipline (skills, capabilities and knowledge)
- Organization Capability (of the provider to be effective for shaping demand)
BRM as a Connector - ANSWER- Facilitate productive connections and mobilize
projects and programs
- Stimulate, surface, and shape demand, Raise IT Savvy
- Influences appropriate supply
BRM as Orchestrator - ANSWER- Capabilities to drive value from Provider services
- Coordinate and aggregate demand
- Orchestrate key provider roles
BRM as Navigator - ANSWER- Facilitate Business-Provider convergence
- Facilitate business strategy and roadmapping
- Guide architecture, portfolio and program management
BRM Related Standards - ANSWERISO/IEC 20000
COBIT 5 - recommends appointment of BRM
ITIL Framework - description of BRM process
SFIA (Skills Framework for the Information Age)
Business-Provider Alignment Model - ANSWERENVIRONMENT impacts the
STRATEGIC CONTEXT and drives the
IT STRATEGY and aligns to the
IT PORTFOLIO
BRM Competencies - DNA (Develop/Nurture/Advance) - ANSWER- Strategic
Partnering
- Business IQ
- Portfolio Management
- Provider Domain Knowledge
- Powerful Communications
- Business Transition Management
Strategic Partnering (DNA) - ANSWERGoal of BRM is to establish a Strategic
Partnership between the Provider and the Businesses it serves
, Business IQ (DNA) - ANSWEROne of the reasons the strategic partnership goal has
been so elusive is that Provider organizations often fall short in understanding and
speaking the language of their Business Partners.
Servicing Discipline - ANSWER- Coordinates Provider resources
- Manages the expectations of the Business Partner
- Translates demand into supply requirements
- Facilitates Business Strategy, business capability roadmapping, portfolio and
program management
Value Harvesting Discipline - ANSWER- Ensures the success of business change
initiatives
- Tracks and reviews performance
- Provides input to continuous improvement actives
- Provides insights to the results of business change and initiates
Portfolio Management (DNA) - ANSWERTo optimize value realization from a
Provider's products, services, assets and capabilities, the discipline of Portfolio
Management is crucial to the expression of business strategy and the investment
and risk choices that must be made in pursuing that strategy.
Provider Domain (DNA) - ANSWERThe associated disciplines of Service
Management are drawn as the next ring because value realization also depends on
having the right provider services delivered in the most effective way.
Business Transition Management (DNA) - ANSWERA common cause for loss in
realization is the failure to properly manage business transitions enabled by a
Provider's services (such as process improvement, new business capabilities).
Powerful Communications - ANSWERDrawn as the outermost ring of the BRM DNA
graphic because all the competencies referenced in the inner rings and core depend
on it.
Roof of the House of BRM - ANSWERClarity of the BRM Role in the context of the
Provider Strategy and Operating Model
Business Relationship Maturity Model - ANSWERL1: Ad Hoc
L2: Order Taker
L3: Service Provider
L4: Trusted Advisor
L5: Strategic Partner
Demand Shaping Discipline - ANSWER- A set of disciplines, tools and governance
mechanisms designed to surface stimulate and shape business demand for Provider
products and services in balance with supply constraints.
- Ensures that provider capabilities are full leveraged.
- Optimizes value realized through services
