1. Business Relationship Manager: A 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.
2. Three Perspectives of BRM: - Role (duties and
responsibilities)
- Discipline (skills, capabilities and knowledge)
- Organization Capability (of the provider to be effective for
shaping demand)
3. BRM as a Connector: - Facilitate productive connections and
mobilize projects and programs
- Stimulate, surface, and shape demand, Raise IT Savvy
- Influences appropriate supply
4. BRM as Orchestrator: - Capabilities to drive value from
Provider services
- Coordinate and aggregate demand
,- Orchestrate key provider roles
5. BRM as Navigator: - Facilitate Business-Provider convergence
- Facilitate business strategy and roadmapping
- Guide architecture, portfolio and program management
6. BRM Related Standards: ISO/IEC 20000
COBIT 5 - recommends appointment of BRM ITIL Framework -
description of BRM process SFIA (Skills Framework for the
Information Age)
7. Business-Provider Alignment Model: ENVIRONMENT
impacts the
STRATEGIC CONTEXT and drives the
IT STRATEGY and aligns to the
IT PORTFOLIO
8. BRM Competencies - DNA (Develop/Nurture/Advance): -
Strategic Partnering
- Business IQ
- Portfolio Management
- Provider Domain Knowledge
, - Powerful Communications
- Business Transition Management
9. Strategic Partnering (DNA): Goal of BRM is to establish a
Strategic Partnership between the Provider and the Businesses it
serves
10. Business IQ (DNA): One 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.
11. Portfolio Management (DNA): To 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.
12. Provider Domain (DNA): The 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.
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.
2. Three Perspectives of BRM: - Role (duties and
responsibilities)
- Discipline (skills, capabilities and knowledge)
- Organization Capability (of the provider to be effective for
shaping demand)
3. BRM as a Connector: - Facilitate productive connections and
mobilize projects and programs
- Stimulate, surface, and shape demand, Raise IT Savvy
- Influences appropriate supply
4. BRM as Orchestrator: - Capabilities to drive value from
Provider services
- Coordinate and aggregate demand
,- Orchestrate key provider roles
5. BRM as Navigator: - Facilitate Business-Provider convergence
- Facilitate business strategy and roadmapping
- Guide architecture, portfolio and program management
6. BRM Related Standards: ISO/IEC 20000
COBIT 5 - recommends appointment of BRM ITIL Framework -
description of BRM process SFIA (Skills Framework for the
Information Age)
7. Business-Provider Alignment Model: ENVIRONMENT
impacts the
STRATEGIC CONTEXT and drives the
IT STRATEGY and aligns to the
IT PORTFOLIO
8. BRM Competencies - DNA (Develop/Nurture/Advance): -
Strategic Partnering
- Business IQ
- Portfolio Management
- Provider Domain Knowledge
, - Powerful Communications
- Business Transition Management
9. Strategic Partnering (DNA): Goal of BRM is to establish a
Strategic Partnership between the Provider and the Businesses it
serves
10. Business IQ (DNA): One 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.
11. Portfolio Management (DNA): To 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.
12. Provider Domain (DNA): The 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.
