Effective BRM: How To Build An Effective Bridge Between Business and IT - Suresh GP

Aug 24, 20164 likes985 views

Effective BRM: How To Build An Effective Bridge Between Business & IT. One challenge for most of today’s organisations is a lack of understanding and partnering between the business and the internal or external service provider organisation. Business Relationship Management (BRM) is a key process that enhances the relationship between the business and service provider organisation. This session will help you understand the importance of BRM and how to forge a successful partnership between the business and the solution provider. You’ll explore the key roles and responsibilities for both BRM and Service Level Management (SLM), the integration between BRM and SLM, the key BRM process activities, and more.

Pink Elephant – Knowledge Translated Into Results
Effective BRM: How to Build an Effective
Bridge Between Business & IT
Suresh GP, Managing Director
TaUB Solutions

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How do you find your strategy?

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Does IT feel a bit broken?
3

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What is the missing link?

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What is the relationship between BRM
& ITSM?

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Speak the language of business
6

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Service Level Management
q SLAs – Contractual agreements
q Service Reviews – Performance Review with Customer
q Penalty vs Incentives
q Service Reporting
q Continual Service Improvement – CSI Register
q Measurements & Metrics

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Role Fitment – ITSM & BRM
8
Service
Owner
Service
Manager
Service
Level
Manager
Account
Manager
BRM –
Individual
or
Discipline?

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What do we generally think about BRM?
10

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Business Partners
11

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Business Convergence
12

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House of BRM
13
§  6. Roof of BRM [Fitment to SOM]
§  5.. Pillars of BRM
§  4. BRM DNA
1.Connector
3. Orchestrator
2. Navigator

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Supply vs Demand “S” curve
14
2.Higher Supply
vs Lower Demand
4.Higher Demand
vs Lower Supply
1. Keeping the lights on-
Basic Infrastructure and Foundation
3. Focus on Innovation, Agility
& Transformation

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BRM Maturity Model - BRMBOK
15
1. How do you move from Level 1 to Level 5?
§  2.What kind of skills and competencies?
3. What are the different
disciplines emerging e.g)
ITSM, BRM in each level?
4.Understanding the big picture vs
delivering routine stuff?

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Value – Perception, preference, Outcome

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Value leakage vs Value creation?
17

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Linking Business Drivers to Technology
Drivers Initiatives TechnologyEnablers

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BRM & ITSM
§  Depend on trust and trust grows when services are
delivered honestly, sincerely cultivating respect and
concern for customers
§  Recollect the Water Melon Syndrome
§  What is the value in the eye of beholder?
§  Experience sharing
§  Manila Prince 2 Trainer
§  ISO 27K Consulting Engagement
§  BRM Foundation with Grab a Pizza Simulation

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ABC Cards of ICT
20

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How do we become a strategic partner?
§  Understand the current maturity model
§  Assimilate the appetite and capability of provider
organization
§  What is the Organization vision and strategic objectives
§  What does it take to move from current level to next
level
§  What resources do I leverage across end-end value
chain?

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Grab a Pizza - BRM`s challenged?
22

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Building Effective BRM
Strategic
Business
Objectives
Value in
terms of
Customer
Interpersonal
Relationship
Benefit
Realization
Governance

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Challenges

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Challenges
§  Creating an awareness of BRM capability to the
organization
§  Developing BRM as a discipline as opposed to
Individuals
§  Collaborating with ITSM, DevOps, Lean and Agile
Practices
§  Building competencies aligned with business need
25

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Lessons Learnt

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Top 5 Mistakes in adopting BRM
u Focusing on being Strategic instead of Operational
u Over expectation of deliverables, outcome and
performances
u Lack of Provider Domain knowledge
u Inability to balance value leakage vs value creation
u Lack of visibility to the Board and Leadership team

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Resources

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Coordinates
gps@taubsolutions.com
@sureshgp
https://www.linkedin.com/in/sureshgp
www.taubsolutions.com

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gps@taubsolutions.com
www.taubsolutions.com
www.twitter.com/sureshgp
Questions?

The document proposes a new "business relationship manager" role to improve the relationship between business units and the IT department. These managers would address issues raised by each division and act as a liaison between the division and IT for feedback, assistance with projects, and ensuring appropriate IT services and compliance. The managers would use defined processes, tools, and information and require a mix of business and technical skills to understand division needs and help design new services.

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In today's world many challenges rise from the miscommunication between the Business and the Service Provider (i.e. IT). In many organizations, those two entities are seen as rivals rather than partners. The BRM sits between the Business and the Service Provider to help ensure convergence of business values, priorities, timely escalations, and powerful communications deliveries. The BRM role focuses on the business customer and realized business value. BRM competencies can be leveraged through organizational roles, a discipline, and an organizational capability. The BRM Discipline rests on solid research-based foundations verified and enhanced over a decade of successful implementations in leading organizations around the world. Proven to be equally effective for shared services including Human Resources, Finance, Legal, external service providers and others, BRM practices have enjoyed widespread adaption in IT. The BRM organizational Role is a crucial link between a service provider and the business. In practice, the titles used by BRMs vary considerably (e.g. Business Partner, Account Manager, Consultant, Business Unit Manager, and Business Integration Manager). Building a BRM organizational capability goes well beyond just defining the BRM role and placing individuals in that role. The growing global importance of Business Relationship Management as a role, discipline and organizational capability is due to the shift from Provider ( i.e. IT department) as a commodity/order taker to a business strategic partner, as there is an increasing business demand for innovation and agility. SPEAKER BIOGRAPHY Svetlana Sidenko is the President of IT Chapter, a Montreal-based company, which specializes in IT consulting and IT Best Practices training, which she co-founded in 2003.

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Effective BRM: How To Build An Effective Bridge Between Business and IT - Suresh GP

1. Pink Elephant – Knowledge Translated Into Results Effective BRM: How to Build an Effective Bridge Between Business & IT Suresh GP, Managing Director TaUB Solutions

7. <Insert presentation title> © Pink Elephant, 2016. All Rights Reserved. Service Level Management q SLAs – Contractual agreements q Service Reviews – Performance Review with Customer q Penalty vs Incentives q Service Reporting q Continual Service Improvement – CSI Register q Measurements & Metrics

8. <Insert presentation title> © Pink Elephant, 2016. All Rights Reserved. Role Fitment – ITSM & BRM 8 Service Owner Service Manager Service Level Manager Account Manager BRM – Individual or Discipline?

13. <Insert presentation title> © Pink Elephant, 2016. All Rights Reserved. House of BRM 13 §  6. Roof of BRM [Fitment to SOM] §  5.. Pillars of BRM §  4. BRM DNA 1.Connector 3. Orchestrator 2. Navigator

14. <Insert presentation title> © Pink Elephant, 2016. All Rights Reserved. Supply vs Demand “S” curve 14 2.Higher Supply vs Lower Demand 4.Higher Demand vs Lower Supply 1. Keeping the lights on- Basic Infrastructure and Foundation 3. Focus on Innovation, Agility & Transformation

15. <Insert presentation title> © Pink Elephant, 2016. All Rights Reserved. BRM Maturity Model - BRMBOK 15 1. How do you move from Level 1 to Level 5? §  2.What kind of skills and competencies? 3. What are the different disciplines emerging e.g) ITSM, BRM in each level? 4.Understanding the big picture vs delivering routine stuff?

19. <Insert presentation title> © Pink Elephant, 2016. All Rights Reserved. BRM & ITSM §  Depend on trust and trust grows when services are delivered honestly, sincerely cultivating respect and concern for customers §  Recollect the Water Melon Syndrome §  What is the value in the eye of beholder? §  Experience sharing §  Manila Prince 2 Trainer §  ISO 27K Consulting Engagement §  BRM Foundation with Grab a Pizza Simulation

21. <Insert presentation title> © Pink Elephant, 2016. All Rights Reserved. How do we become a strategic partner? §  Understand the current maturity model §  Assimilate the appetite and capability of provider organization §  What is the Organization vision and strategic objectives §  What does it take to move from current level to next level §  What resources do I leverage across end-end value chain?

23. <Insert presentation title> © Pink Elephant, 2016. All Rights Reserved. Building Effective BRM Strategic Business Objectives Value in terms of Customer Interpersonal Relationship Benefit Realization Governance

25. <Insert presentation title> © Pink Elephant, 2016. All Rights Reserved. Challenges §  Creating an awareness of BRM capability to the organization §  Developing BRM as a discipline as opposed to Individuals §  Collaborating with ITSM, DevOps, Lean and Agile Practices §  Building competencies aligned with business need 25

27. <Insert presentation title> © Pink Elephant, 2016. All Rights Reserved. Top 5 Mistakes in adopting BRM u Focusing on being Strategic instead of Operational u Over expectation of deliverables, outcome and performances u Lack of Provider Domain knowledge u Inability to balance value leakage vs value creation u Lack of visibility to the Board and Leadership team

29. <Insert presentation title> © Pink Elephant, 2016. All Rights Reserved. Coordinates [email protected] @sureshgp https://www.linkedin.com/in/sureshgp www.taubsolutions.com

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