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Overview of Business Relationship Management (BRM)

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One of the most pervasive challenges faced by enterprises is the alignment between their service providers and the business they serve. The so-called ‘alignment challenge’ is especially visible when the provider is an internal Information Technology (IT) organization, though other internal shared services providers (such as Human Resources, Facilities, and Finance) as well as external providers similarly struggle to demonstrate their value and relevance to the businesses they serve.
The Business Relationship Management (BRM) role is a crucial link between a service provider and the business, acting as a connector, orchestrator, and navigator between the service provider and one or more business units.
In this webinar you will be introduced to the profession of Business Relationship Management, its core competencies (knowledge, skills, and behaviors) and components. You will learn basic BRM terminology, concepts, and key ideas to enable you to effectively communicate about BRM and begin to see the benefits of establishing this role, discipline, and capability within your own organization.

Publié dans : Business

Overview of Business Relationship Management (BRM)

  1. 1. ©2015 International Institute for Learning, Inc., All rights reserved. 1 Overview of Business Relationship Management (BRM) An Introduction to the Components and Competencies of the BRM Profession
  2. 2. ©2015 International Institute for Learning, Inc., All rights reserved. 2 • IIL US • IIL Asia (Singapore) • IIL Australia • IIL Brasil • IIL Canada • IIL China • IIL Europe (United Kingdom) • IIL Finland • IIL France • IIL Germany • IIL Hong Kong • IIL Hungary • IIL India • IIL Japan • IIL Korea (Seoul) • IIL México • IIL Middle East (Dubai) • IIL Spain Global IIL Companies
  3. 3. ©2015 International Institute for Learning, Inc., All rights reserved. 3 Global Practice Director at IIL for over 9 years Over 25 years of Business Analysis and Project Management Experience: • Fine Art Auction House • Financial Services • Media / Entertainment • “Big 4” Consulting Certified Business Analysis Professional™ (CBAP®) since 2007 PMI Professional in Business Analysis (PMI-PBA®) since 2014 Business Relationship Management Professional (BRMP®) since 2015 About the Instructor: Elaine Lincoln, Ed.D.
  4. 4. ©2015 International Institute for Learning, Inc., All rights reserved. 4 • Introduction to the Business Relationship Management institute (BRMI) • What is Business Relationship Management? • What does a Business Relationship Manager do? • Competencies required of an effective BRM • Concepts for Demand and Provider supply and how these impact the BRM role • Q&A Objectives for Today’s Webinar Purpose of the BRM Role and Discipline
  5. 5. ©2015 International Institute for Learning, Inc., All rights reserved. 5 “Define, inspire, value, and promote the key traits of effective Business Relationship Management.” This mission is fulfilled through: • A learning community of BRM professionals • A wiki collaboration platform • BRM Interactive Body of Knowledge™ • Professional BRM training, development, and certification • BRM research and publications • http://brminstitute.org/ About Business Relationship Management Institute Incorporated in March 2013 with a mission… Find us on:
  6. 6. ©2015 International Institute for Learning, Inc., All rights reserved. 6 Topic: What is Business Relationship Management (BRM)?
  7. 7. ©2015 International Institute for Learning, Inc., All rights reserved. 7 Can be both an organizational role (Business Relationship Manager) and a discipline (Business Relationship Management): • As a role, the Business Relationship Manager is a connector and translator between a provider organization and a business unit • As a discipline, Business Relationship Management embodies a set of competencies (knowledge, skills, behaviors) that foster productive, value-producing relationships between a Provider organization and the Business Units they serve Optimally, BRMs have the role as a full-time position. Heads of provider organizations (e.g., CIO) fill the BRM role for the enterprise as a part-time role. • Therefore, the relationships between the provider head and BRM is an important dimension – understanding and aligning enterprise and BU needs What is Business Relationship Management? – Definition
  8. 8. ©2015 International Institute for Learning, Inc., All rights reserved. 8 We refer to the role as Business Relationship Manager (BRM) • Actual titles vary considerably (e.g., Business Partner, IT Partner, Account Manager, Business Unit Manager, Business Integration Manager) We refer to the BRM’s customer as “Business Partner” • Your organization probably uses different terms (e.g., Customer, Client, Consumer) We refer to the Supply Organization as “Provider” • Majority of Providers are Information Technology (IT) organizations • We see increasing adoption of the BRM role for Human Resources (HR), Finance, Training, Facilities, and other Shared Services BRM Terminology For the purposes of this introduction to BRM…
  9. 9. ©2015 International Institute for Learning, Inc., All rights reserved. 9 Sits at intersection of service provider and business partner Stimulates, surfaces, and shapes business demand for maximized value Member of both business and provider management teams What does a Business Relationship Manager do? – Typical BRM Role
  10. 10. ©2015 International Institute for Learning, Inc., All rights reserved. 10 BRM Metaphors BRM as navigator BRM as connector BRM as orchestrator
  11. 11. ©2015 International Institute for Learning, Inc., All rights reserved. 11 BRM as “Navigator” Roadmaps to Business Value! Business Units Provider Organization Facilitate business strategy and roadmapping Guide Architecture, Portfolio and Program Management Facilitate Business-Provider convergence
  12. 12. ©2015 International Institute for Learning, Inc., All rights reserved. 12 BRM as “Connector” The Magic is in the Middle! Business Units Provider Organization • Stimulate, surface, and shape demand • Raise “IT Savvy” Influence appropriate supply Facilitate productive connectionsand mobilize Projectsand Programs
  13. 13. ©2015 International Institute for Learning, Inc., All rights reserved. 13 BRM as “Orchestrator” Single Point of Focus! Business Units Provider Organization Coordinate and aggregate demand Orchestrate key provider roles Orchestrate capabilitiesto drivevaluefrom Providerservices
  14. 14. ©2015 International Institute for Learning, Inc., All rights reserved. 14 Topic: What competencies are required to be an effective Business Relationship Manager (BRM)?
  15. 15. ©2015 International Institute for Learning, Inc., All rights reserved. 15 BRM Competencies – BRM DNA™ Develop, Nurture, Advance
  16. 16. ©2015 International Institute for Learning, Inc., All rights reserved. 16 BRM Competencies – BRM DNA™ Successful BRMs… Masters at Strategic Partnering High Business IQ Excel at Portfolio Management
  17. 17. ©2015 International Institute for Learning, Inc., All rights reserved. 17 BRM Competencies – BRM DNA™ Successful BRMs… Excellent Knowledge of the Provider Domain and Service Management discipline
  18. 18. ©2015 International Institute for Learning, Inc., All rights reserved. 18 BRM Competencies – BRM DNA™ Successful BRMs… Skilled in Business Transition Management Powerful Communicators
  19. 19. ©2015 International Institute for Learning, Inc., All rights reserved. 19 The “foundation” supports the execution of the role, the “pillars” define the BRM space in terms of Core Disciplines and the “roof” protects the integrity of the BRM role The “House of BRM” Demand Shaping Exploring Servicing Value Harvesting Clarity of the BRM Role in the context of the Provider Strategy and Operating Model BRM Competencies • Strategic Partnering • Business IQ • Portfolio Management • Provider Domain • Powerful Communications • Business Transition Management
  20. 20. ©2015 International Institute for Learning, Inc., All rights reserved. 20 Topic: Tools to Assess BRM Maturity
  21. 21. ©2015 International Institute for Learning, Inc., All rights reserved. 21 A tool for calibrating business demand maturity, provider supply maturity, and the BRM role BRM Context: Business-Provider Maturity Model
  22. 22. ©2015 International Institute for Learning, Inc., All rights reserved. 22 A tool for calibrating business demand maturity, provider supply maturity, and the BRM role BRM Context: Business-Provider Maturity Model
  23. 23. ©2015 International Institute for Learning, Inc., All rights reserved. 23 Business Relationship Maturity Model
  24. 24. ©2015 International Institute for Learning, Inc., All rights reserved. 24 • The BRM is gaining recognition as a key organizational role sitting at the intersection of Service Provider and Business Partner • A broad set of competencies is required to be an effective BRM • The BRM role is evolving in terms of response to Business and Provider forces • Provider Supply Maturity is the key factor in determining the type of BRM role (e.g., Strategic vs. Tactical) • BRMs use a variety of models, techniques, frameworks, and processes to support their practice • Register for IIL’s Business Relationship Management Professional (BRMP®) course and learn how to apply these tools to maximize business value from your Provider organizations Key Learning Points
  25. 25. ©2015 International Institute for Learning, Inc., All rights reserved. 25 We invite you to get a closer look at what IIL can do for you and your organization, by visiting www.iil.com or email learning@iil.com and let us know how we can meet your learning needs. Please connect with IIL Socially: Like us on: facebook.com/IIL.inc Follow us: twitter.com/IILGLOBAL Join our Discussions on LinkedIn At IIL, Our Greatest Accomplishments are Yours

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