BRMP
House of BRM - 4 pillars (core disciplines) - ANS-1. Demand shaping
2. Exploring
3. Servicing
4. Value harvesting
House of BRM - Roof - ANS-Clarity of the BRM role in context of provider STRATEGY and
OPERATING MODEL
BRM Competencies (6) - ANS-1) Strategic Partnering
2) Business IQ
3) Portfolio Management
4) Provider Domain
5) Powerful Communication
6) Business Transition Management
Typical BRM role - ANS--sits at intersection of service provider and business partner
-stimulates surfaces and shapes business demand for maximum value
-member of both Provider and business mgmt teams
Business Relationship Manager - Definitions - ANS--stimulate, surface and shape business
demand for a provider's products and services and ensure that the potential business value
from those products and services is captured, optimized and communicate
- Role - connector and translator
-Discipline and organizational capability - set of competencies and processes that foster
productive, value producing relationships between Provider and the business units they serve
3 BRM Metaphors - ANS-1) Navigator - facilitate business-Provider convergence
2) Connector - facilitate connections and mobilize projects and programs
3) Orchestrator - orchestrate Capabilities to seize value from provider services
High Level Capability Model (3) - ANS-1) Demand Governance Capabilities
2) Value Chain Capabilities
3) Enabling Capabilities
Business-Provider Maturity Model - ANS-- Tool for calibrating business demand maturity,
provider supply maturity, and the BRM role
- BRM role will be tactical when below mid two, role will be strategic above ~2.5
What is BRM responsibility for Value Optimization? (RACI) - ANS-Responsible
, BRM Related Standards (3) - ANS-- ISO 20000
- ITIL Framework
- SFIA (Skills Framework for the Information Age)
Business Relationship Maturity Model - ANS-- Maturity of the business-Provider (IT) relationship
- L1: Ad Hoc
- L2: Order Taker
- L3: Service Provider
- L4: Trusted Advisor
- L5: Strategic Partner
Business-Provider Alignment Model - ANS-1. Environment
2. Strategic Context
3. IT Strategy
4. IT Portfolio
Business-Provider Alignment Model - Barriers - ANS-1. Environment - Contextual Barriers (what
drives our behavior)
2. Strategic Context - Expression Barrier (what we want to do)
3. IT Strategy - Specification Barrier (what IT must do)
4. IT Portfolio - Implementation Barrier (what we get done)
Credibility Equation - ANS-Credibility = expertise + trustworthiness
Key component to climbing maturity levels
Demand Shaping - ANS-- one of the 4 pillars/capabilities
- process by which possibilities for using the Provider's services within the business are
surfaced and capitalized upon
- goal is to identify that set of possibilities that will create the most value for the organization
Overview of the Strategic Relationship Management Stages (5) - ANS-1) Initiation/Overview
2) Discovery
3) Planning
4) Execution
5) Extend/Expand
Linking Business Drivers with Technology - ANS-Discovery technique
1) Driver - business "what"
2) Initiatives - Business "how"
3) Enablers - Provider "what"
4) Technology - Provider "how"
House of BRM - 4 pillars (core disciplines) - ANS-1. Demand shaping
2. Exploring
3. Servicing
4. Value harvesting
House of BRM - Roof - ANS-Clarity of the BRM role in context of provider STRATEGY and
OPERATING MODEL
BRM Competencies (6) - ANS-1) Strategic Partnering
2) Business IQ
3) Portfolio Management
4) Provider Domain
5) Powerful Communication
6) Business Transition Management
Typical BRM role - ANS--sits at intersection of service provider and business partner
-stimulates surfaces and shapes business demand for maximum value
-member of both Provider and business mgmt teams
Business Relationship Manager - Definitions - ANS--stimulate, surface and shape business
demand for a provider's products and services and ensure that the potential business value
from those products and services is captured, optimized and communicate
- Role - connector and translator
-Discipline and organizational capability - set of competencies and processes that foster
productive, value producing relationships between Provider and the business units they serve
3 BRM Metaphors - ANS-1) Navigator - facilitate business-Provider convergence
2) Connector - facilitate connections and mobilize projects and programs
3) Orchestrator - orchestrate Capabilities to seize value from provider services
High Level Capability Model (3) - ANS-1) Demand Governance Capabilities
2) Value Chain Capabilities
3) Enabling Capabilities
Business-Provider Maturity Model - ANS-- Tool for calibrating business demand maturity,
provider supply maturity, and the BRM role
- BRM role will be tactical when below mid two, role will be strategic above ~2.5
What is BRM responsibility for Value Optimization? (RACI) - ANS-Responsible
, BRM Related Standards (3) - ANS-- ISO 20000
- ITIL Framework
- SFIA (Skills Framework for the Information Age)
Business Relationship Maturity Model - ANS-- Maturity of the business-Provider (IT) relationship
- L1: Ad Hoc
- L2: Order Taker
- L3: Service Provider
- L4: Trusted Advisor
- L5: Strategic Partner
Business-Provider Alignment Model - ANS-1. Environment
2. Strategic Context
3. IT Strategy
4. IT Portfolio
Business-Provider Alignment Model - Barriers - ANS-1. Environment - Contextual Barriers (what
drives our behavior)
2. Strategic Context - Expression Barrier (what we want to do)
3. IT Strategy - Specification Barrier (what IT must do)
4. IT Portfolio - Implementation Barrier (what we get done)
Credibility Equation - ANS-Credibility = expertise + trustworthiness
Key component to climbing maturity levels
Demand Shaping - ANS-- one of the 4 pillars/capabilities
- process by which possibilities for using the Provider's services within the business are
surfaced and capitalized upon
- goal is to identify that set of possibilities that will create the most value for the organization
Overview of the Strategic Relationship Management Stages (5) - ANS-1) Initiation/Overview
2) Discovery
3) Planning
4) Execution
5) Extend/Expand
Linking Business Drivers with Technology - ANS-Discovery technique
1) Driver - business "what"
2) Initiatives - Business "how"
3) Enablers - Provider "what"
4) Technology - Provider "how"
