A House Divided Cannot Stand: Solidifying the BRM-Provider Organization relationships
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To download this presentation, please go to http://www.projissima.ca/free-stuff/ . The introduction of the role of the BRM (Business Relationship Manager) can cause confusion in Provider organization, if not deployed wisely. The role conflict arises largely from lack of clarity and misperception regarding the BRM role with respect to other roles, such as Service or Product Owner, Portfolio Manager, Architect, and others. The result is an “us versus them” and finger-pointing culture within the Provider organization, leading to a lack of accountability that impedes the delivery of value to the business. While BRMs place much emphasis on the importance of building relationships with the Business Partner(s), building credibility with Provider stakeholders is often overlooked, which ultimately erodes the effectiveness of the BRM. By drawing on specific case studies, this presentation will propose practical solutions to improve these various relationships within the Provider organization, an essential prerequisite on the journey to strategic business partnering and building a value-centric culture.
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A House Divided Cannot Stand: Solidifying the BRM-Provider Organization relationships
- 1. A HOUSE DIVIDED CAN NOT STAND © 2018 IT Chapter & Projissima All Rights Reserved
- 2. Who we are 2 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
- 4. Problem Statement 4 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
- 5. Survey Highlights – May 2018 5 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%
- 7. BRM and Portfolio Manager 7 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?
- 8. Measure BRM and Service Level Manager 8 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
- 9. BRM and Service Owner 9 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
- 10. BRM and Business and Enterprise Architect 10 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
- 11. TOP DOWN VIEW Role clarity from strategic perspective
- 12. We Will Look at Three Dimensions of Provider Strategy 12 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
- 13. Service Owner and Service Level Manager 13 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)
- 14. Enterprise and Business Architects 14 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
- 15. Design Operation Transition Design Operation Transition Design Operation Transition Portfolio Manager 15 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
- 16. 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. 16
- 17. Discussion Questions 17 • 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