BRMP Certification Exam Questions and Answers Correct

BRMP Certification Exam Questions and Answers Correct 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 - 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 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 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. 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 Business Relationship Maturity Model L1: Ad Hoc L2: Order Taker L3: Service Provider L4: Trusted Advisor L5: Strategic Partner Demand Shaping Discipline - 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 - 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 - Coordinates Provider resources - Manages the expectations of the Business Partner - Translates demand into supply requirements - Facilitates Business Strategy, business capability roadmapping, portfolio and program management Value Harvesting Discipline - Ensures the success of business change initiatives - Tracks and reviews performance - Provides input to continuous improvement actives - Provides insights to the results of business change and initiates Demand Shaping aka Demand Management Goal of the BRM is to create optimum value from limited IT supply. Must also assess demand, it may not be cost effective to satisfy all demand. Expression Barrier Lack of clarity of the business strategy - STRATEGIC CONTEXT Strategic Relationship Management Steps 1. Initiation/Overview 2. Discovery 3. Planning 4. Execution 5. Extend and Expand Specification barrier Difficulty of determining just what the business wants IT to do - IT STRATEGY Implementation Barrier Refers to those things that prevent the development of an IT Portfolio that adequately supports the business strategy. (infrastructure) - IT PORTFOLIO Contextual Barrier Deeply ingrained factors such as organization culture, rules of engagement, attitude to change and whether it is a rule or relationship driven - ENVIRONMENT Credibility Equation Credibility = expertise + trustworthiness Key components to climbing the maturity levels Capability Everything it takes, both visible and behind the scenes, that makes producing a good or providing a service possible. Value Chain Capabilites Provide value to the business partner Demand Governance Capabilities Those which are needed to managed the demand that flows into the value chain Enabling Capabilities Are needed to enable the value chain or demand governance capabilities Customer Value Hierarchy Model Table Stakes Satisfiers Differentiators Relationship Strategy on a Page (RSOAP) -Reach mutual understanding of goals and means to achieve them - Clarifies commitments and expectations - Defines a road map for achieving goals RSOAP Overiew (5 sections) 1) Shared Vision 2) Relationship Characteristics 3) Performance Measures