Skip to main content

Customer Portfolio (CP): A starter tool for BRM

The purpose of Business Relationship Management (BRM) is to establish and maintain a business relationship between the IT service provider (SP) and the customer.  This relationship needs to be based on an understanding of the customer and their business needs (what services the customer needs now and in the future).  BRM must also help to establish an understanding of the requirements (utility & warranty) a customer is going to expect and to insure the service providers ability to meet those expectations.

The customer portfolio is a database used to record all customers of the IT service provider.  It is used by many processes but is defined and maintained in the business relation management process.  It provides insight into the customer and is developed from the point of view of the business relationship manger.  It allows the service provider to understand who the customers are and make the distinction between customers and users.  This enables the BRM to be able to define who the customer is and who in that organization has the authority to make decisions about which services are needed and their respective requirements.
The CP is a powerful tool that gives the service provider the insight to be able to outline the commitments, investments, and risks relative to each individual customer.  This in turn makes it much easier to quantify the value and use of each service by the individual customers and how the investment by the SP is related to each customer.  This allows us to be able to very effectively show the customer the value they are receiving for their money and the ROI that the service provider is realizing from their investment.
Some key examples of the data that would be contained in the customer portfolio might include:
·        Customer Name
·        Authorized customer representative
·        Description of the customer’s business and key business outcomes
·        List of services provided to the customer along with which service are key (VBF) and specific requirements that may be unique to that customer
·        Historic and projected revenue streams.  Essential in determining who your strategic partners may be.
·       List of meetings with descriptions of what are reviewed and any specific reports or data that is generated.
·       Overview of past performance, major events or breaches.
·        Outline of future services
·        Schedule of contract or agreement review.

Comments

Popular posts from this blog

What is the difference between Process Owner, Process Manager and Process Practitioner?

I was recently asked to clarify the roles of the Process Owner, Process Manager and Process Practitioner and wanted to share this with you. Roles and Responsibilities: Process Owner – this individual is “Accountable” for the process. They are the goto person and represent this process across the entire organization. They will ensure that the process is clearly defined, designed and documented. They will ensure that the process has a set of Policies for governance. Example: The process owner for Incident management will ensure that all of the activities to Identify, Record, Categorize, Investigate, … all the way to closing the incident are defined and documented with clearly defined roles, responsibilities, handoffs, and deliverables.  An example of a policy in could be… “All Incidents must be logged”. Policies are rules that govern the process. Process Owner ensures that all Process activities, (what to do), Procedures (details on how to perform the activity) and the

Four Service Characteristics

Recently I came across several articles by researchers and experts that laid out definitions and characteristics of services. ITIL provides us with a definition that can help drive the creation of value-laden services: A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. An area that ITIL is not so clear is in terms of service characteristics. Several researchers and experts put forth that services have four basic characteristics (IHIP): ·          Intangibility—Services are the results of actions not things. They have no physical presence and represent a logical set of elements. One way to think of service is “work done for others.” ·          Heterogeneity—Also known as “variability”; services are unique items because of the mechanisms used to deliver services-that is people. Because the people element adds variability, the service is variable. This holds true especially for th

How Does ITIL Help in the Management of the SDLC?

I was recently asked how ITIL helps in the management of the SDLC (Software Development Lifecycle).  Simply put... SDLC is a Lifecycle approach to produce the software or the "product".  ITIL is a Lifecycle approach that focuses on the "service". I’ll start by reviewing both SDLC and ITIL Lifecycles and then summarize: SDLC  -  The intent of an SDLC process is to help produce a product that is cost-efficient, effective and of high quality. Once an application is created, the SDLC maps the proper deployment of the software into the live environment. The SDLC methodology usually contains the following stages: Analysis (requirements and design), construction, testing, release and maintenance.  The focus here is on the Software.  Most organizations will use an Agile or Waterfall approach to implement the software through the Software Development Lifecycle. ITIL  -  is a best practice for IT service management (ITSM) that focuses on aligning IT services with