BRMP Certification
Business Relationship Manager - ANS-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.
Three Perspectives of BRM - ANS-- Role (duties and responsibilities)
- Discipline (skills, capabilities and knowledge)
- Organization Capability (of the provider to be effective for shaping demand)
BRM as a Connector - ANS-- Facilitate productive connections and mobilize projects and
programs
- Stimulate, surface, and shape demand, Raise IT Savvy
- Influences appropriate supply
BRM as Orchestrator - ANS-- Capabilities to drive value from Provider services
- Coordinate and aggregate demand
- Orchestrate key provider roles
BRM as Navigator - ANS-- Facilitate Business-Provider convergence
- Facilitate business strategy and roadmapping
- Guide architecture, portfolio and program management
BRM Related Standards - ANS-ISO/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 - ANS-ENVIRONMENT impacts the
STRATEGIC CONTEXT and drives the
IT STRATEGY and aligns to the
IT PORTFOLIO
BRM Competencies - DNA (Develop/Nurture/Advance) - ANS-- Strategic Partnering
- Business IQ
- Portfolio Management
- Provider Domain Knowledge
- Powerful Communications
- Business Transition Management
, Strategic Partnering (DNA) - ANS-Goal of BRM is to establish a Strategic Partnership between
the Provider and the Businesses it serves
Business IQ (DNA) - ANS-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.
Portfolio Management (DNA) - ANS-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.
Provider Domain (DNA) - ANS-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.
Business Transition Management (DNA) - ANS-A 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 - ANS-Drawn 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 - ANS-Clarity of the BRM Role in the context of the Provider Strategy
and Operating Model
Business Relationship Maturity Model - ANS-L1: Ad Hoc
L2: Order Taker
L3: Service Provider
L4: Trusted Advisor
L5: Strategic Partner
Demand Shaping Discipline - ANS-- 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
Exploring Discpline - ANS-- Identifies and rationalizes demand for Provider services
- Identifies business and technology trends with the potential to create value.
- Identifies new business value initiatives
Servicing Discipline - ANS-- Coordinates Provider resources
- Manages the expectations of the Business Partner
Business Relationship Manager - ANS-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.
Three Perspectives of BRM - ANS-- Role (duties and responsibilities)
- Discipline (skills, capabilities and knowledge)
- Organization Capability (of the provider to be effective for shaping demand)
BRM as a Connector - ANS-- Facilitate productive connections and mobilize projects and
programs
- Stimulate, surface, and shape demand, Raise IT Savvy
- Influences appropriate supply
BRM as Orchestrator - ANS-- Capabilities to drive value from Provider services
- Coordinate and aggregate demand
- Orchestrate key provider roles
BRM as Navigator - ANS-- Facilitate Business-Provider convergence
- Facilitate business strategy and roadmapping
- Guide architecture, portfolio and program management
BRM Related Standards - ANS-ISO/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 - ANS-ENVIRONMENT impacts the
STRATEGIC CONTEXT and drives the
IT STRATEGY and aligns to the
IT PORTFOLIO
BRM Competencies - DNA (Develop/Nurture/Advance) - ANS-- Strategic Partnering
- Business IQ
- Portfolio Management
- Provider Domain Knowledge
- Powerful Communications
- Business Transition Management
, Strategic Partnering (DNA) - ANS-Goal of BRM is to establish a Strategic Partnership between
the Provider and the Businesses it serves
Business IQ (DNA) - ANS-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.
Portfolio Management (DNA) - ANS-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.
Provider Domain (DNA) - ANS-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.
Business Transition Management (DNA) - ANS-A 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 - ANS-Drawn 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 - ANS-Clarity of the BRM Role in the context of the Provider Strategy
and Operating Model
Business Relationship Maturity Model - ANS-L1: Ad Hoc
L2: Order Taker
L3: Service Provider
L4: Trusted Advisor
L5: Strategic Partner
Demand Shaping Discipline - ANS-- 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
Exploring Discpline - ANS-- Identifies and rationalizes demand for Provider services
- Identifies business and technology trends with the potential to create value.
- Identifies new business value initiatives
Servicing Discipline - ANS-- Coordinates Provider resources
- Manages the expectations of the Business Partner
