Page 1 of 17
BMRP CERTIFICATION EXAM WITH 100% VERIFIED
ANSWERS
Strategic Partnering (DNA)
Goal of BRM is to establish a Strategic Partnership between the Provider and the
Businesses it serves
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.
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.
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.
Three Perspectives of BRM
, Page 2 of 17
- Role (duties and responsibilities)
- Discipline (skills, capabilities and knowledge)
- Organization Capability (of the provider to be effective for shaping demand)
BRM as a Connector
- Facilitate productive connections and mobilize projects and programs
- Stimulate, surface, and shape demand, Raise IT Savvy
- Influences appropriate supply
BRM as Orchestrator
- Capabilities to drive value from Provider services
- Coordinate and aggregate demand
- Orchestrate key provider roles
BRM as Navigator
- Facilitate Business-Provider convergence
- Facilitate business strategy and roadmapping
- Guide architecture, portfolio and program management
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)
Business-Provider Alignment Model
ENVIRONMENT impacts the
STRATEGIC CONTEXT and drives the
, Page 3 of 17
IT STRATEGY and aligns to the
IT PORTFOLIO
BRM Competencies - DNA (Develop/Nurture/Advance)
- Strategic Partnering
- Business IQ
- Portfolio Management
- Provider Domain Knowledge
- Powerful Communications
- Business Transition Management
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.
Business Transition Management (DNA)
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
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
Clarity of the BRM Role in the context of the Provider Strategy and Operating
Model
BMRP CERTIFICATION EXAM WITH 100% VERIFIED
ANSWERS
Strategic Partnering (DNA)
Goal of BRM is to establish a Strategic Partnership between the Provider and the
Businesses it serves
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.
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.
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.
Three Perspectives of BRM
, Page 2 of 17
- Role (duties and responsibilities)
- Discipline (skills, capabilities and knowledge)
- Organization Capability (of the provider to be effective for shaping demand)
BRM as a Connector
- Facilitate productive connections and mobilize projects and programs
- Stimulate, surface, and shape demand, Raise IT Savvy
- Influences appropriate supply
BRM as Orchestrator
- Capabilities to drive value from Provider services
- Coordinate and aggregate demand
- Orchestrate key provider roles
BRM as Navigator
- Facilitate Business-Provider convergence
- Facilitate business strategy and roadmapping
- Guide architecture, portfolio and program management
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)
Business-Provider Alignment Model
ENVIRONMENT impacts the
STRATEGIC CONTEXT and drives the
, Page 3 of 17
IT STRATEGY and aligns to the
IT PORTFOLIO
BRM Competencies - DNA (Develop/Nurture/Advance)
- Strategic Partnering
- Business IQ
- Portfolio Management
- Provider Domain Knowledge
- Powerful Communications
- Business Transition Management
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.
Business Transition Management (DNA)
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
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
Clarity of the BRM Role in the context of the Provider Strategy and Operating
Model
