Business Relationship Management community of interest (COI) gathering presentation March 12. Presented by BDC, IT Chapter, and Projissima. Discussion related to the clarity of BRM Role in Business and IT organisations.

2. BIENVENUE WELCOME

3. 3
NOTRE ITINÉRAIRE
Mot de bienvenue
Présentation BDC
Présentation IT Chapter/Progissima
Échange et réseautage
Partage du résumé des discussions
Fin de l’événement
OUR JOURNEY
18h10
18h15
18h45
19h30
19h50
20h00
Welcome word
Presentation BDC
Presentation IT Chapter/Progissima
Networking
Share summary of discussions
End of Event
6:10pm
6:15pm
6:45pm
7:30pm
7:50pm
8:00pm

4. .
QUI SOMMES-
NOUS?
WHO ARE
WE?

5. 5
Le Business Relationship
Management Institute (BRM
Institute) est le premier organisme
d'adhésion, de développement
professionnel et de certification officiel
au monde dédié à servir la communauté
globale du BRM.
Business Relationship
Management Institute (BRM
Institute) is the world’s premier
membership, professional development,
and official certification organization
dedicated to serving the global BRM
community.

6. 6
VOTRE COMMUNAUTÉ
L’objectif de la communauté d'intérêts de
Montréal :
• est d'offrir aux
− gestionnaires de relations d'affaires,
− analystes d'affaires,
− gestionnaires de projets / programmes /
portefeuilles
− professionnels seniors de l'informatique
• un forum dans lequel ils peuvent apprendre
et élargir leur base de connaissances
• à travers les expériences d'autres
personnes partageant les mêmes
préoccupations.
The goal of the Montreal Community of
Interest
• is for
− Business Relationship Managers,
− Business Analysts,
− Project/Program/Portfolio Managers,
− Senior IT Professionals
• to have a forum in which they can learn
and expand their knowledge base
• through the experiences of other like-
minded colleagues.
YOUR COMMUNITY

7. 7
VOTRE COMMUNAUTÉ YOUR COMMUNITY
Les fondateurs The founders
Nodin Di Guida
BRMP®, Lean Six Sigma Black Belt,
ISO 9001:2015 Lead Auditor and
Lead Implementer
PMP®, PRINCE2® Practitioner
Consultant principal, Leanium Inc
Svetlana Sidenko
MSc (Admin), CBRM®, CGEIT®,
PMP®, ITIL® Expert, PRINCE2®
Practitioner, TIPA Lead Assessor,
Change Management Registered
Practitioner, ISO 20000
Practitioner, COBIT®5
Présidente, IT Chapter
Ambassadrice du BRMI
Olivier Abécassis
CBRM®, Six Sigma Black Belt,
PMP®, ITIL® Expert, ITAM
CAMP/CASM, PRINCE2®
Practitioner , TIPA Assessor, ISO
20000 Management Consultant,
COBIT®5, RESILIA® Practitioner,
Lean IT®
Vice-président, IT Chapter
Consultant principal BRM

8. 8
VOTRE COMMUNAUTÉ YOUR COMMUNITY
L’équipe de base Core team
Svetlana Sidenko, CBRM®
Présidente, IT Chapter
Formatrice principale BRM
Olivier Abécassis,CBRM®
Vice-président, IT Chapter
Formateur BRM
Elisabeth Bucci, CBRM®
Directrice de programme
séniore, Projissima inc
Formatrice BRM, IT Chapter
Guylaine Voghel, BRMP®
Consultante
Nodin Di Guida, BRMP®
Consultant principal, Leanium Inc
Annabelle Sarzana, BRMP®
Conseillère séniore en gestion
du changement, Procom
Beatrice Radulescu, CBRM®
Directrice de programme
séniore, Bell Mobility
Sana Chaarani, BRMP®
Architecte d’entreprise séniore,
PWC
Martin Trudeau, BRMP®

9. 9
VOTRE COMMUNAUTÉ
a besoin de vous!
Pour joindre notre équipe,
parlez-en à
needs you!
To join us,
ask for
YOUR COMMUNITY
Guylaine Voghel

10. 10
NOS COMMANDITAIRES
La salle est une gracieuseté du The venue is a courtesy of
OUR SPONSORS

11. 11
NOS COMMANDITAIRES OUR SPONSORS

12. 12
Et voici votre conférence And here is your conference

13. 13
Présentation
EPMO
Business and Vendor Relationship
Management
EPMO
Business and Vendor Relationship
Management
Presentation
Olivier Sourice
Directeur des relations d’affaires
BDC
Olivier Sourice
Business Relationship Manager
BDC

14. EPMO
Business and Vendor Relationship
Management
March 12, 2019

15. BDC – EPMO 15
Agenda
Who we are
What we do
Business Relationship Management
The BRM
Who we collaborate with
How we prioritize
PPC Onboarding

16. AVP, Entreprise PMO
Dir, Bus and Vendor Rel Mgt
BRM
IT Vendor Mgt
Lisa McNicholl
Olivier
Sourice
PCO
PCO1
Bus Centre Rel Spec.
(IT)
BCRS1
BCRS2
BCRS3
BCRS3
BCRS4
Dir, Proj Port Mgt Office
Program & Project
Mgrs
PM1
PM2
PM3
PM4
PCO
PCO1
PCO2
PCO3
PCO4
Dir, Project Portfolio and Rel
Our Team

17. • Establish and maintain a strategic relationships with all business partners (including IT)
• Participate in Strategic planning sessions and process
• Lead the Annual planning process
• Ensure alignment of technology solutions with business strategies
• Anticipate how business changes impact other business areas (including IT)
• Active collaboration with Enterprise Architecture in business partners IT roadmaps
Strategic
Involvement
Lead the project prioritization process and manage new adhoc project demand and intake
Ensure project alignment with business strategies & IT Roadmap
Set and manage client expectations
Lead and manage the initiation phase and the delivery of the business case for all
corporate projects (incl business needs, estimates, benefits, solutioning, etc)
Keep abreast of project at each stage (status, issues/risks, scope, etc)
Demand
Management
Business Relationship Management

18. Project Portfolio Management & Governance
• Manage the Project Portfolio Committee (PPC)
• Provide overall strategic view for effective decision-making
• Manage allocation of project budget
• Monitor health of portfolio
Governance
Lead the project prioritization exercise
• Monitor project performance
• Assess and follow the materialization of benefits
• Monitor and manage resource capacity
• Manage IT Tactical Plan and Resource allocation
Project
Portfolio
Management

19. 19
The BRM

20. Behaviours Matter
Technical skills
required, but
relationship
management brings
soft skills to the
forefront…
Think
strategically &
act tactically
Communicate
clearly
Persevere, deal
with ambiguity
Influence &
negotiate
Listen
Mitigate
occasional
conflicts

21. The BRM does Not
Manage
projects &
coordinate
activities
The Single
Point of
Contact
Solution
client’s
requests
Offer
technical
support to
clients
Estimate
costs & plan
projects
Handle
Maintenance
and Service
Desk
Requests

22. 22
Who we collaborate with

23. Some of the main business areas EPMO collaborate and maintain
relationships with
EPMO
IT Strategy and
Corporate Dev.
Marketing &
Public Affairs
VC
GTC
Portfolio Risk
ManagementFinancing
Real Estate &
Facilities
Advisory
Credit Risk
Management
HR
Finance &
Procurement

24. 24
How we prioritize

25. BDC – EPMO 25
Prioritization Process
Strategic Planning Tactical Planning
September October - November November - December January Febuary - March
SMC
Board/SMC
Strategic Retreat
(confirm strategic
choices and
identify initiatives)
Tactical planning
session to
prioritize projects
for the next fiscal
year
Business
Lines &
Corporate
Functions
Business Lines 3 year
planning sessions &
corporate plan
performance
measurement targets
Kick-off tactical planning
sessions and determine
projects requested for the
next fiscal year.
Prepare project summaries
for all potential projects (one-
pagers)
Business
Units
& IT
Determine high
level estimates
for each potential
project sand
capacity planning
for highly
solicited teams
Confirm
estimates and
capacity for
carry-over
project (high
level plan in
EPM)
Finance Determine project envelopes
PPC
Tactical planning
session to
prioritize projects
for the next fiscal
year
Result: Prioritized Portfolio of Projects for upcoming fiscal year
Task lead by EPMO
Legend:

26. bdc.ca | 1-888-INFO-BDC
BDC
BDC_ca
BDC
Thank you.

27. BDC – EPMO 27
A HOUSE DIVIDED CAN NOT STAND
© 2018 IT Chapter & Projissima All Rights Reserved

28. BDC – EPMO 28
Who we are
28
SVETLANA SIDENKO, MSc(Admin)
BRM Institute Ambassador in Canada Region
BRM COI Leader in Montreal and Ottawa
President of IT Chapter
CBRM®, ITIL® EXPERT, PMP®, CGEIT®, COBIT® 5
IMPLEMENTER, PRINCE® 2 PRACTITIONER, CHANGE
MANAGEMENT PRACTITIONER, ISO 20000 PRACTITIONER,
BRMP ®, CBRM ®, COBIT®5, Change Management and ITIL®
Trainer
20 years in IT management functions
ELISABETH BUCCI, MBA
BRM COI Montreal
President of Projissima Inc
CBRM®, PMP®, COBIT® 5, MOP®, PRINCE® 2 PRACTITIONER,
CHANGE MANAGEMENT PRACTITIONER
BRMP ®, CBRM ®, Change Management and PRINCE® 2 Trainer
31 years in Process Reengineering , Program and Project
Management functions

29. BDC – EPMO 29
Pattern
29
50+
Organizations
BASED ON
Pattern has Emerged
BRMP Training & Consulting

30. BDC – EPMO 30
Problem Statement
30
Provider Organization
Business Partner
Finger-pointing
Defensiveness
Arguing
Lack of clarity of the BRM role
Turf wars
expectations of BRM
role not met
Value is not
deliveredDysfunction
Strategic
Partnership

31. BDC – EPMO 31
Survey Highlights – May 2018
31
BRM Role Clear to Business
Partners?
BRM Role Clear to Service
Provider?
Are BRMs Supported by IT
Stakeholders?
Absolutely
Clear
5%
Somewhat
Clear
34%
Not Sure
19%
Not Clear
24%
Absolutely Not
Clear
18%
Absolutely
Clear
3%
Somewhat
Clear
18%
Not Sure
34%
Not Clear
29%
Absolutely Not
Clear
16%
Yes,
absolutely!
10%
Some are
supported,
some are not
34%
Not Sure
16%
Very little
support
32%
Not at all!
8%

32. BDC – EPMO 32
Role Overlap Scenarios

33. BDC – EPMO 33
BRM and Portfolio Manager
33
Role overlap scenario: confusion over accountabilities
BRM Portfolio Manager
Focus
Measure
• Manage Relationship
• Accompany Business Partner in identifying
value
• Working with Business Partner to optimise
value
• Consistency in business cases
• Clear line of sight to enterprise strategy
• Ensures portfolio is prioritized, dependencies
& constraints are managed, and value is
delivered
What delivers value? How value is defined and delivered?

34. BDC – EPMO 34
Measure
BRM and Service Level Manager
34
Role overlap scenario: ownership of Service Level requirements
BRM Service Level Manager
Focus • Manage Relationship
• Service which meets business partner needs
• Negotiate service level agreements and
ensure they can be met
Service value is realized Service levels are met

35. BDC – EPMO 35
BRM and Service Owner
35
Role overlap scenario: Point of contact/interface with the Business Partner
Measure
BRM Service Owner
Focus • Manage Relationship
• Ensures that all provider services for their
Business Partner deliver value
Accountable for the delivery of a specific Service
to all Business Partners, from design to
operations to retirement
Value delivered to Business Partner for all
Provider Services
Value delivered to Business Partner for a specific
Service

36. BDC – EPMO 36
BRM and Business and Enterprise Architect
36
Role overlap scenario:
Measure
Focus
BRM
• Manage Relationship
• Ensures clear line of sight
from strategy to Provider
Portfolio
Value is realized for each
investment
Enterprise Architect
How can we leverage
technology to create/improve
business capabilities?
Value for cost
Business Architect
What business capabilities do
we need to create/ improve to
realize business strategy?
Value of current investments
versus future strategic intents

37. BDC – EPMO 37
We Will Look at Three Dimensions of Provider Strategy
37
Delivery of Provider Services in line
with Business Requirements
1
Adequate use of application,
information & technology solutions
2
Realized benefits from IT enabled
investments and services portfolio
3

38. BDC – EPMO 38
Service Owner and Service Level Manager
38
Stakeholder Drivers & Needs
Enterprise Strategy
Provider Strategy
Delivery of Services in line with
Business Requirements
Business Partner
Enterprise Architect
Service Level
Manager
Leading
Business Architect
1
Business Drivers
Business Outcomes
Enable Business Outcomes
through the use of information
technology
Negotiate service level
agreements and ensure they
can be met
Per service: Enable
Business Outcomes through
the use of services
Note: Cycle includes
Continuous Improvement
(which includes retirement)
Design
Operation Transition
Design
Operation Transition
Design
Operation Transition
Shape, surface
and stimulate
demand
Ensure that
business value
is captured,
optimized and
communicated
Business
Relationship
Manager
Service Owner (s)

39. BDC – EPMO 39
Enterprise and Business Architects
39
Stakeholder Drivers & Needs
Enterprise Strategy
Provider Strategy
Adequate use of application,
information and technology solutions
Business Partner
Architects: solution,
technology, security, data, etc
Leading
Service Owner (s)
2
Business Drivers
Business Outcomes
Enable Business Outcomes
through the use of
information technology
Enable Business Outcomes
through the use of services
Per service: enable specific
Business Outcome(s)
Note: Cycle includes
Continuous Improvement
(which includes retirement)
Design
Operation Transition
Design
Operation Transition
Design
Operation Transition
Business
Relationship
Manager
Shape, surface
and stimulate
demand
Ensure that
business value
is captured,
optimized and
communicated
Enterprise Architect
Business Architect

40. BDC – EPMO 40
Design
Operation Transition
Design
Operation Transition
Design
Operation Transition
Portfolio Manager
40
Stakeholder Drivers & Needs
Enterprise Strategy
Provider Strategy
Realized benefits from IT enabled
investments and services portfolio
Business Partner
Enterprise Architect
Leading
Service Owner (s)
Business Architect
3
Business Drivers
Business Outcomes
Enable Business Outcomes
through the use of information
technology
Ensures portfolio is
prioritized, dependencies &
constraints are managed,
and value is delivered
Per service: enable specific
Business Outcome(s)
Note: Cycle includes
Continuous Improvement
(which includes retirement)
Project Managers deliver
outputs focused on new
Service Design & service
improvements
Business
Relationship
Manager
Shape, surface
and stimulate
demand
Ensure that
business value
is captured,
optimized and
communicated
Portfolio Manager

41. BDC – EPMO 41
Conclusion
• BRM owns the mobilization of the multidisciplinary Business Partner
Service Team.
• The BRM’s focus is to ensure that whole is greater than sum of its parts.
• There are many roles interfacing with the Business Partner about strategy,
and this is OK.
41

42. BDC – EPMO 42
Discussion Questions
42
• Can the BRM be strategic alone?
• Isn’t the Tactical BRM a substitute for the lack of a
Service Level Manager or a Service Owner in the
Provider Organization?
© 2018 IT Chapter & Projissima All Rights Reserved

43. CONCLUSION CONCLUSION

44. 44
EN CONCLUSION
Prochain rendez-vous: xxx 2019
N’oubliez pas de remettre votre sondage!
Next meeting: xxx 2019
Don’t forget to fill out the survey!
IN CONCLUSION
Need to be updated

45. 45
SUIVEZ-NOUS!
Communauté d’intérêts de Montréal (COI) Montreal Community of Interest (COI)
FOLLOW US!
@MTLBRMCOI
@BRM_Mtl_COI
https://www.linkedin.com/company/montreal-
business-relationship-management-
community-of-interest/
in
BRM Institute:

46. 46
Devenez certifié BRMP!
Prochain cours de BRMP en français :
xxx-2019
Become BRMP certified!
Next BRMP training in french
xxx – 2019
Need to be updated

47. 47
Merci pour votre participation! Thank you for your participation!

48. ÉCHANGE ET RÉSEAUTAGE NETWORKING