The House of BRM is a graphical representation intended to convey key aspects of a successful Business Relationship Management role, discipline, and organisational capability. The House of BRM illustrates three key aspects of Business Relationship Management as follows:
The foundation of the House of BRM outlines the competencies that a service provider would need to develop to ensure that Business Relationship Management can achieve its intended value. As the BRM builds the bridge between the Provider and the Business Partners, is is very important that he has the right knowledge, attitude and skills to function effectively. Most important, the BRM must be able to manage Business Transition both internally and with Business Partners. Business Transition Management ensures that business areas impacted by an initiative are identified, understand and are prepared for the business transition (not just the technology transition) so that disruption to business operations is minimised and the full value of the project is achieved.
Business Relationship Management depends upon four Core Disciplines:
Business Relationship Management is a component in the overall operating model of the Service Provider. A Provider Strategy describes the Provider Mission, Vision, Strategic Intents, Outcomes, Values, Principles, and Policies. A Provider Operating Model is an abstract representation of how an enterprise manages its Provider resources and assets in order to deliver against its Strategy, including Governance, Services, Processes, Organisation, and Metrics. The linkage between these Strategy and Operating Model components are important to the Provider’s ability to deliver business value. should be designed with the Provider Strategy in mind. The Operating Model must support the strategy.
While Provider organisations have traditionally been chartered with most of the primary responsibilities for management of a specific domain (e.g. Information Technology), the role of business executives, users and even end consumers is becoming important. Ultimately, value from Provider investments is realised within the business units and with external stakeholders. As such, Provider Operating Model must address the enterprise and its ecosystem of vendors, partners, and customers—not just the responsibilities of those within the Provider organisation.
Are you effectively performing the Business Relationship Management Role?
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