BRMP - PRACTICE STATEMENTS (YN) With Correct answers

(IN) - Great work relationships satisfy purpose to help organizations operate indefinitely. . Y - Page 9 Organizations need Purpose , (IN) - Value is defined by revenue and profit. . N - (Value is defined by so much more than just revenue, expenses, and profit. It can also come from a person having a sense of pride in a job well done, or from feeling their work has meaning.) Pg 9 Idea of Value is Evolving , (IN) - Strong relationships are necessary to help organization to be agile. . Y - Page 9 Global Digitalization Requires Agility , (IN) - Alignment is not sufficient for building great relationships. . Y - Page 10 Organizations are moving from alignment to Convergence , (IN) - The relationship centered organization includes the environment, knowledge and mindsets. . Y - Page 12 Top of page , (IN) - The theory of relationshipism explains the power of relationships in organization. . Y - Page 12 Theory of Relationshipism , (IN) - The BRM Capability centers on the belief that positive relationships drive value in organizations. . N - (BRM PHILOSOPHY) Pg 13 BRM Philosophy , (IN) - The Triple Bottom Line is focused on Purpose, Passion and planet . N - (PURPOSE, PEOPLE, PLANET) Pg 14 Triple Bottom Line , (IN) - The Triple Bottom Line adds a new dimension to the calculation of value. . Y - P15 Purpose , (IN) - Relationships are everywhere in your organization. . Y - P16 Summary , (IN) - The definition of the BRM capability is to shape and influence the concepts of the BRM role . N - (IS EVERYTHING IT TAKES, VISABLE AND INVISABLE, TO NURTURE RELATIONSHIPS IN AN ORGANIZATION) Pg 16 BRM Capability definition , (IN) - The BRM Capability has four sub capabilities: evolve culture, build partnerships, drive value and satisfy purpose. . Y - Pg 17 , (IN) - The Business Relationship Management Discipline is an effective application of knowledge, competencies and behaviours. . N - (KNOWLEDGE, COMPETENCIES, MINDSET) Pg 17 BRM Discipline , (IN) - The BRM Role is a set of competencies required to advance the BRM capability . Y - P18 BRM Role , (CA) - A BRM Capability is everything it takes, visible and invisible to nurture relationships in an organization. . Y - P19 BRM Capability , (CA) - The Innovation Factor is the discovery of value in existing value to further improve the organization. . N - (NEW SOURCES OF VALUE) P21 Innovation Factor , (CA) - The human factor is how an organization treats people and recognizes the human needs of people. . Y - P21 Human Factor , (CA) - The now-to-new approach to change is a mechanical process. . N - (Change in an organization is constant because value discovery and realization are constant. Relationship- centered organizations take advantage of the quality and quantity of great work relationships and enable quick and profound change) P23 Now-to-new , (CA) - The BRM role is working with CEO and board of directors to drive value. . Y - P24 BRM capability and its role , (CA) - The BRM Impact Report details the templates a BRM can use in the role. . N - (DETAILS RESULTS AND ARTICULATED THE VALUE) P25 BRM Impact Report , (CA) - A Strategic Relationship Plan is a record of accomplishments and helps to communicate non-confidential objectives. . Y - P25 Strategic Relationship Plan. , (CA) - A Strategic Relationship Plan is a synonym for a BRM Impact Report. . N - (contains the vision, current status, and historical record of any relationship) P25 , (CA) - Now-to-new is only focused on large change initiatives. . N - P26 Summary , (EC) - The four key elements of Evolve Culture are Purposeful Narrative, Expected Behaviours, Influential Relationships and Personal Growth. . N - (PURPOSE NARRATIVE, DESIRED BEHAVIOR, INFLUENTIAL RELATIONSIPS, PERSONAL GROWTH) P27 Image , (EC) - Purposeful Narrative recruits the initial set of high influencers to seed the new behaviours into the network of relationships. . Y - P28 Purposeful Narrative, item 1 , (EC) - Purposeful Narrative is focused on the language BRMs need to use in an organization. . N - (To provide the language the high influencers need to engage with other people in informal conversations to recruit them, arm them, and spread the Now-to-New) P28 Purposeful Narrative, item 2. , (EC) - In a conversation only the content is important to get the message across . N - (Not only is the content of the story important, but how it is delivered is critical, as well) P29 Last paragraph , (EC) - Language has an impact on how we think. . Y - P30 Language matters , (EC) - Behaviours need to be recognizable units of action . Y - P30 Desired Behaviours , (EC) - We can use the dead man's test to show that statements like "we need to attend a meeting" is not behaviour. . Y - P30 , (EC) - Shared Ownership is an element of organizational clarity . Y - P33 , (EC) - In a relationship centered organization everyone is a leader . Y - P34 , (EC) - High influencers have the highest number of great relationships because of their seniority in the organization. . N - (highest number of great relationships regardless of their job titles or seniority.) P34 , (EC) - The Relationship Network Directory is capturing key notes about the high influencers. . N - (is designed to capture contact information and identify high influencers within the organization.) P34 , (EC) - A growth mindset is the belief that one can be better at something through self-examination . Y - P35 , (EC) - Willing to venture into something new is an indication of a growth mindset. . Y - P36 (bullet 1) , (EC) - People with fixed mindsets can accurately assess their abilities. . N - (PEOPLE WITH GROWTH MINDSETS) P36 , (BP) - The build partnership framework explains how to grow individual relationships into partnerships. . Y - P38 A framework to build partnerships , (BP) - The build partnership framework consists of relationship mindsets, relationship discovery, relationship nurturing and relationship maturity. . N - (PARTNERING mindsets, relationship discovery, relationship nurturing and relationship maturity) P38 Image , (BP) - Partners bring a different mindset to relationships that are characterized by mutual trust, understanding, and equality . Y - P40 Partnering Mindsets , (BP) - There are four partnering mindsets: Orchestrator, Cultivator, Explorer and Investor. . N - (CONNECTOR, Cultivator, Explorer and Investor) P40 Partnering Mindsets , (BP) - A cultivator mindset is helpful to improve something by being open to new approaches and suggestions . Y - P40 Partnering mindsets , (BP) - The explorer mindset is useful when considering new opportunities or solutions. . Y - P40 Partnering mindsets , (BP) - Building a strong partnership means discover the expectations of your partner and then build a RSOAP. . Y - P41 Relationship Discovery , (BP) - The relationship characteristics are the common set of goals and objectives to which all partners are committed. . N - (SHARED VISION not relationship characteristics)P42 Shared Vision , (BP) - A shared vision needs to be clear, concrete and value based. . Y - P42 Shared Vision , (BP) - Behaviours in the RSOAP refer to the actions that the parties can do within the relationship. . Y - P42 , (BP) - Performance measurements in the RSOAP are developed after the key initiatives are clear. . N - P43 Performance Measures , (BP) - Operating Principles are how we work together not what we are working on. . Y - P45 Operating Principles , (BP) - The Relationship Maturity Model is a tool to used to measure individual relationships . N - (is a tool used to support meaningful discussions and visualize relationship maturity across a wide variety of relationship) P46 Relationship Maturity Model , (BP) - Strategic Partner level in the Relationship Maturity Model can also be described as inclusive. . N - (described as PURPOSEFUL) P47 Image , (BP) - The relationship maturity model can be used to set targets for the relationship maturity in the future . Y - P47 Bullets , (DV) - The 4 elements of the Drive Value Framework are Value Discovery, Value Realization, Value Results and Value Optimization . Y - P51 Image , (DV) - Value is not the same as benefits . Y - P52 Definition of Value , (DV) - Employee satisfaction is an example of intangible value . Y - P53 Table , (DV) - The 3 main value categories are: Foundational, improvement and innovation . N - (OPERATIONAL, improvement and innovation) P54 Sources of Value , (DV) - There are 3 value drivers: growth, financial and efficiency. . Y - P58 Table , (DV) - Anyone in the organization can complete an idea document and submit it into the ideation process for review . Y - P58 , (DV) - The idea document needs to have approval from requestor (idea initiator) and the primary sponsor . N - (approval from requestor (idea initiator) and the primary sponsor & BRM) P60 , (DV) - Value is documented in a value plan and is based on the value drivers . Y - P60 , (DV) - The business relationship managers is the owner of the value plan . N - (BRM & PARTNER SHARE ownership) P60 evolution of the value plan , (DV) - The value plan is the same as a business case . N - P61 ,