Business Relationship Manager - Study
Guide QUESTIONS &
ANSWERS(RATED A)
Three BRM Metaphors - ANSWERNavigator, Connector, Orchestrator
Navigator - ANSWERFacilitates convergence between provider and Business
partners.
Breaks down walls and embeds Provider capabilities within the Business Partners so
as to increase agility and business value.
Facilitate business strategic planning and road-mapping for the Business partner.
Guide key provider roles on behalf of the Business partner such as Enterprise
Architecture, Portfolio, and Program Management
Connetor - ANSWERFacilitates productive connections and mobilize projects and
programs
Stimulates, surfaces and shapes business demand for the Business within the
Business Partner regarding the Provider's service and products
Influences the Provider to ensure appropriate supply of services and products, both
in terms of quality and capacity
Orchestrator - ANSWEROrchestrate capabilities to drive value from Provider
Services.
Coordinates and aggregate business demand for the Business Partner.
Orchestrate key Provider roles on behalf of the Business partner.
Four Disciplines - ANSWERDemand Shaping, Exploring, Servicing, Value
Harvesting
Demand Shaping - ANSWERStimulates, surfaces, and shapes business demand for
provider services, capabilities, and products;
Ensures that business strategies fully leverage provider capabilities, and that the
provider service portfolio and capabilities enable business strategies.
Exploring - ANSWERIdentifies and rationalizes demand.
It is an iterative and ongoing process that facilitates the review of new business,
industry, and technology insights with potential to create value for the business
environment.
, Servicing - ANSWERCoordinates resources, manages business partner
expectations, and integrates activities in accordance with the business partner
provider partnership;
Ensures that business partner provider engagement translates demand into effective
supply requirements
Value Harvesting - ANSWEREnsures success of business changes initiates that
result from the exploring and servicing engagements;
Includes activities to track and review performance, identify way to increase the
business value from the business-provider initiatives and services and
initiates feedback that triggers continuous improvement cycles.
Clarity in the Cultural and Political Strategic Context - ANSWERValues <> Principles
<> Policies <> Implications
Clarity in the Strategic Context - ANSWERMission <> Vision <> Intents <>
Outcomes
Clarity in the Provider Operating Model Context - ANSWERInitiatives, Services,
Governance, Processes, Organization, Metrics
Business-Provider Maturity Model BN Level 1 -Support - Business Efficiency -
ANSWERFoundation systems, Cost savings, Operational Information, Functional
Orientation
Business-Provider Maturity Model BN Level 2 - Business Effectiveness - Improve -
ANSWERBusiness network/process redesign, Enable business and partnerships,
Management information, Process orientation
Business-Provider Maturity Model BN Level 3 - Business Transformation - Innovate -
ANSWERBusiness growth and inovation, rapid reconfiguration capacity, Market
information, Business Integration orientation
Business-Provider Maturity Model IT Level 1 -Support - Business Efficiency -
ANSWERProvide basic systems and services, Stabilize operations and support,
Improve services delivery, IT Management Fundamentals
Business-Provider Maturity Model IT Level 2 - Business Effectiveness - Improve -
ANSWEREstablish common IT Infrastructure, Build IT Credibility, Improve Solution
delivery, Establish Enterprise Architecture, Response to 'Consumerization of IT'
Business-Provider Maturity Model IT Level 3 - Business Transformation - Innovate -
ANSWERContinous strategy and planning, Converge business IT, Expand and
extend infrastructure, Enable flexibility and agility, Embrace 'Consumerization of IT'
Guide QUESTIONS &
ANSWERS(RATED A)
Three BRM Metaphors - ANSWERNavigator, Connector, Orchestrator
Navigator - ANSWERFacilitates convergence between provider and Business
partners.
Breaks down walls and embeds Provider capabilities within the Business Partners so
as to increase agility and business value.
Facilitate business strategic planning and road-mapping for the Business partner.
Guide key provider roles on behalf of the Business partner such as Enterprise
Architecture, Portfolio, and Program Management
Connetor - ANSWERFacilitates productive connections and mobilize projects and
programs
Stimulates, surfaces and shapes business demand for the Business within the
Business Partner regarding the Provider's service and products
Influences the Provider to ensure appropriate supply of services and products, both
in terms of quality and capacity
Orchestrator - ANSWEROrchestrate capabilities to drive value from Provider
Services.
Coordinates and aggregate business demand for the Business Partner.
Orchestrate key Provider roles on behalf of the Business partner.
Four Disciplines - ANSWERDemand Shaping, Exploring, Servicing, Value
Harvesting
Demand Shaping - ANSWERStimulates, surfaces, and shapes business demand for
provider services, capabilities, and products;
Ensures that business strategies fully leverage provider capabilities, and that the
provider service portfolio and capabilities enable business strategies.
Exploring - ANSWERIdentifies and rationalizes demand.
It is an iterative and ongoing process that facilitates the review of new business,
industry, and technology insights with potential to create value for the business
environment.
, Servicing - ANSWERCoordinates resources, manages business partner
expectations, and integrates activities in accordance with the business partner
provider partnership;
Ensures that business partner provider engagement translates demand into effective
supply requirements
Value Harvesting - ANSWEREnsures success of business changes initiates that
result from the exploring and servicing engagements;
Includes activities to track and review performance, identify way to increase the
business value from the business-provider initiatives and services and
initiates feedback that triggers continuous improvement cycles.
Clarity in the Cultural and Political Strategic Context - ANSWERValues <> Principles
<> Policies <> Implications
Clarity in the Strategic Context - ANSWERMission <> Vision <> Intents <>
Outcomes
Clarity in the Provider Operating Model Context - ANSWERInitiatives, Services,
Governance, Processes, Organization, Metrics
Business-Provider Maturity Model BN Level 1 -Support - Business Efficiency -
ANSWERFoundation systems, Cost savings, Operational Information, Functional
Orientation
Business-Provider Maturity Model BN Level 2 - Business Effectiveness - Improve -
ANSWERBusiness network/process redesign, Enable business and partnerships,
Management information, Process orientation
Business-Provider Maturity Model BN Level 3 - Business Transformation - Innovate -
ANSWERBusiness growth and inovation, rapid reconfiguration capacity, Market
information, Business Integration orientation
Business-Provider Maturity Model IT Level 1 -Support - Business Efficiency -
ANSWERProvide basic systems and services, Stabilize operations and support,
Improve services delivery, IT Management Fundamentals
Business-Provider Maturity Model IT Level 2 - Business Effectiveness - Improve -
ANSWEREstablish common IT Infrastructure, Build IT Credibility, Improve Solution
delivery, Establish Enterprise Architecture, Response to 'Consumerization of IT'
Business-Provider Maturity Model IT Level 3 - Business Transformation - Innovate -
ANSWERContinous strategy and planning, Converge business IT, Expand and
extend infrastructure, Enable flexibility and agility, Embrace 'Consumerization of IT'
