Skip to main content

The Business Relationship Manager

The Business Relationship Manager is a role that serves as a strategic interface between the IT Service Provider and one or more Business Partners (or Business Units within a single organization) to promote, and influence Business Demand for IT services and products. They also work to ensure that the potential business value from those products and services is realized, optimized and properly documented.  The Business Relationship Manager can accomplish this through the engagement of four core disciplines which are defined as part of the house of Business Relationship Management (BRM).  This house is built upon a foundation of BRM competencies which support the Business Relationship Manager role and ensure it has the skills and aptitudes to be effective and deliver value to both the Provider and its Business Partner.
The Four Core BRM Disciplines:
  • Demand Shaping: This discipline stimulates and shapes business demand for the provider’s services, capabilities and products. It ensures that the business strategies can fully leverage these services, capabilities and products within the provider’s portfolio. BRM also ensures that the provider’s portfolio has the right mix of these items so that the business strategy can be enabled through the engagement of them.
  • Exploring: This discipline identifies and justifies demand. BRM helps to identify business and technology trends to enable discovery and demand identification.  This is an iterative process which facilitates the review of new business, industry and technology trends with the potential to create value for the business environment.  The key benefit here, is the identification of prioritized business value initiatives that will then manifest themselves as aligned and supportive services, capabilities and products within the provider’s portfolio.
  • Servicing: The servicing discipline coordinates resources, manages Business Partner expectations and integrates activities in accordance with the business-provider partnership. This will ensure that business-provider engagement will translate into effective supply requirements.  Servicing enables the alignment to the business strategy through the use of Business Capability Roadmapping along with portfolio and program management.
  • Value Harvesting: This discipline ensures the success of the business change initiatives that result from the exploring and servicing activities.  Value harvesting includes activities to track and review performance, identify ways to increase business value from the business-provider initiatives and services and instigates feedback that will trigger the continuous improvement cycles.  This process provides the stakeholders with the appropriate insights into the results of business change and initiatives.
These four core disciplines, along with best practice capabilities and defined competencies, allow the BRM to be fully integrated with business processes that generate demand and the provider capabilities for servicing it.

Ref: BRMIBOK

For more information:  http://www.itsmacademy.com/brmp

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