Unmasking the Link Between the Brm (Business Relationship Manager) and the Business Architect

UNMASKING THE LINK BETWEEN THE BRM (BUSINESS RELATIONSHIP MANAGER) AND THE BUSINESS ARCHITECT

The Business Architecture Summit

Dr. Susan Heidorn BRMP, CBAP, PMP, CSM, HSDP Director of Business Solutions @DrSKHeidorn

Watermark Learning, Inc. susanheidorn 1 SESSION OBJECTIVES

After today’s session, you should be able to: 1. Define the role of a BRM.

2. Articulate the need for a BRM.

3. Articulate the skills and competencies needed for both roles.

4. Understand the differences and similarities between BRM and the Business Architect roles.

5. Articulate 5 next steps you can take to build your BRM skills or move to a BRM role. QUICK QUIZ

 How many of you have heard about Business Relationship Management?

 How many of you have BRMs in your organization?

 How many of you are interested in moving to a BRM position? A PRIMER ON TERMINOLOGY

 Business Relationship Manager (BRM): A role

 Business Partner: BRM’s customer

 Service Provider: The supply organization

WHAT IS BUSINESS RELATIONSHIP MANAGEMENT?

 Stimulates, surfaces and shapes business demand for a Provider's products and services.  Ensures potential business value from those products and services is captured, optimized, and recognized.  Utilizes a set of competencies that foster productive, value-producing relationships between a provider organization and business partner.

There is a disconnect A need for a translator To optimize value from between Business between Business Partner Provider products, and Service Provider. and Service Provider. services, and capabilities.

The Business doesn’t understand Provide advice on how to use technology in an what technology can do for them. innovative way to enable business transformation, improve competitive positioning, and maximize business value. A Role A Discipline An Organizational Capability

BUSINESS RELATIONSHIP MANAGEMENT

A Philosophy

Connector: Orchestrator: Navigator: “The Magic in “A Single “Roadmaps to the Middle” Point of Business Focus” Value”

Represents the Business Represents Provider Strategy and Needs Capabilities & Capacity

Business Partner Service Provider WHERE DO BUSINESS RELATIONSHIP MANAGERS COME FROM?

 IT (BAs & PMs)  Service Provider Areas:  Business Management o Sales Development  Business Strategy o Marketing/PR  Business Architecture o Human Resources  Consulting o Legal  Business Operations o Finance  Systems Analysts o IT  Business Process Analysts  Business Intelligence Analysts  Technologists THE HOUSE OF BRM

Clarity of the BRM Role

Servicing

Exploring

Demand Shaping Demand Value Realization Value

BRM Competencies

Clarity of the BRM role

Servicing

Exploring

Demand Shaping Demand Value Realization Value

BRM Competencies

“Stimulates, surfaces and shapes” business demand of provider services, capabilities and products.

Focus: Optimizes the business value realized through provider services, capabilities, and products. EXPLORING

“Identifies and synthesizes demand.”

Focus: “Trendspotting” – discovers business, industry, and technology trends. SERVICING

“Translates demand into supply requirements.”

Focus: Coordinates resources, manages partner expectations, and guides business partners on provider capabilities. VALUE REALIZATION (AKA VALUE HARVESTING)

“Reaping” what Exploring and Servicing “Sowed.”

Focus: Ensures the success of change initiatives. EXERCISE

Take a few minutes and identify the key competencies you think you need to be a good Business Architect. SIX BRM COMPETENCIES

Clarity of the BRM role

Servicing

Exploring

Demand Shaping Demand Value Realization Value

BRM Competencies Strategic Partnering Provider Domain Business IQ Powerful Communications

 Facilitates business strategy sessions.  Ensures IT strategy aligns with the business strategy.  Determines how provider products, services, and capabilities advance business objectives.  Identifies environmental changes that could potentially impact the services provided.

Identify strategic Shape the opportunities. conversation. Identify performance Uncover gaps. problems or Suggest new opportunities. or improved Identify how solutions. solution fits the problem.

 Thorough knowledge of… o The industry o Financials o Business strategy o Business processes o Business operations o The Service Provider’s products, services, & capabilities

Infrastructure EXCEL AT PORTFOLIO MANAGEMENT It’s not just about new investments!

Manage Make New Retire Old Existing Investments Investments Investments

 Understands the levels of supply vs. demand  Leverages IT products, services, and capabilities

 Builds relationships  Exhibits high emotional intelligence  Has the capacity to listen & influence  Excellent interpersonal skills  High aptitude for critical, strategic, creative, & innovative thinking

© 2013 BUSINESS RELATIONSHIP MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED  Manages the people side of change in order to prevent ‘business value leakage’  Provides change leadership. #6  Builds an urgency for change. SKILLED IN  Assesses impact & change readiness. BUSINESS  Determines capacity for change. TRANSITION MANAGEMENT

(ORGANIZATIONAL CHANGE MANAGEMENT)

Definition Business Architecture Value  Provides an abstract representation of an enterprise and the business  Business Architecture framework ecosystem in which it operates. translates strategy into actionable initiatives.  Represents holistic multidimensional business views of…  Enhances enterprise’s capacity to o Capabilities o Enact transformational change o Value streams o Navigate complexity o Information o Reduce risk o Organizational structure o Make informed decisions  And the relationships among these o Develop a shared vision of the business views and strategies, future products, policies, initiatives, and stakeholders. o Leverage technology more effectively BUSINESS ARCHITECT DEFINED

 A practitioner of business architecture, a discipline concerned with developing and maintaining business capabilities of the enterprise in line with the corporate strategy as well as contributing to the business strategy and plans.  Uncovers the gaps between strategic needs of a business unit, and their abilities to meet those needs, and to charter initiatives to fill those gaps. BRM VS. BUSINESS ARCHITECTURE SIMILARITIES & DIFFERENCES

THE BUSINESS ARCHITECTURE SUMMIT 12/06/2018 29 BODY OF KNOWLEDGE BOTH PROFESSIONS AROSE FROM A NEED!

BRM Business Architect

 Need to improve communications  Need to optimize the organization’s between the business and IT. capabilities and competencies.  Need to optimize and maximize  Need to link business & technology the use of IT assets (products, through applications and information. services, and capabilities).  Need to visualize and convey current  Ensure business demand and IT and future business opportunities. supply levels are balanced.  Need to align people, processes, tools, and information with current and future business goals. REPRESENTATION

BRM Business Architect

 Represents the business partner  Represents the business and service provider. ecosystem.  Determine what the business  Includes one or more legal entities. partner values.  Represents the customer, partner  Represents the Service Providers’ and related external stakeholders. products, services, and capabilities.  Outsourced capabilities. FOCUS

BRM Business Architect  Maximize and optimize IT  Providing information for product, services, can executives to make good capabilities more effectively. decisions.  Business Partner & Provider  Enterprise-wide view. Relationships.  Value Realization A COMMON PURPOSE To Optimize Strategic Value!

BRM Business Architect  to drive the optimization of  to optimize processes across value realized from the enterprise into an integrated investments by means of: environment that o strong partnerships o are responsive to change o value-focused o support the business strategy culture throughout the  to optimize the value of enterprise strategic investments by BRMi ® means of a resilient, integrated environment. TOGAF® BRM VS. BUSINESS ARCHITECTURE MODELS

BRM Business Architecture  Strategy & Operating Model  Business Strategy Mapping  Business Relationship Maturity Model  Capability Mapping  Business Demand & Provider Supply  Organization Mapping Maturity  Value Mapping  Business - Provider Alignment Model  Information Mapping  Business Capability Roadmap  Initiative Mapping  Diagnosing relationship quality  Product Mapping  Relationship value mapping  Stakeholder Mapping  Relationship Improvement planning  Policy Mapping  Relationship Strategy on a page

Used to improve conversations, build Capture what a business does, trust, develop a shared understanding how it is organized, & how it & analyze relationships. delivers value. BUSINESS RELATIONSHIP MATURITY MODEL

Source: BRMI

THE BUSINESS ARCHITECTURE SUMMIT 12/06/2018 38

© 2013 BUSINESS RELATIONSHIP MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED PREVENTING VALUE LEAKAGE BY OVERCOMING BARRIERS Potential Value Contextual ▪ Vague and unclear business strategy ▪ Organizational Culture ▪ Disconnect between articulated strategy and Expression ▪ Misaligned value systems strategy in action Ideation New opportunities & trends get missed Ideas are not achievable Specification ▪ Unclear Provider’s role in meeting the business strategy ▪ Incorrect or missing requirements & design ▪ Design does not align to the strategy Implementation ▪ A poorly integrated infrastructure ▪ Not the correct resources or capabilities ▪ Organizational readiness not considered ▪ Org change management not done Realized Value OVERCOMING BARRIERS TO VALUE REALIZATION

Barrier BRM Business Architect ▪ Supports & facilitates strategy ▪ Needs a well-articulated strategy to ensure development. alignment. Expression ▪ Ensures IT strategy aligns with the ▪ Provides executive mgt. the information it business strategy. needs to make strategic decisions. ▪ Looks for external and internal trends ▪ Provides an organizational view of and opportunities that add value to the capabilities to be optimized or maps out Ideation business and optimize Provider assets. future ideas. ▪ Provides an understanding of the value proposition and customer. ▪ Drives towards business outcomes for ▪ Ensures optimization of existing capabilities . Specification value realization. ▪ Identifies missing capabilities. ▪ Links business drivers with technology. ▪ Informs and frames business requirements. ▪ Keeps program/project managers focused ▪ Ensures the alignment of people, skills, on business outcomes. competencies and processes. Implementation ▪ Builds urgency for change within the org. ▪ Orchestrates allocation of resources. THE BUSINESS ARCHITECTURE SUMMIT 12/06/2018 40 ▪ Surfaces Business’ Partners value system. ▪ Relies on organizational culture to Contextual ▪ Deepens appreciation & understanding of determine value. value management & value realization. PATH TO BUSINESS RELATIONSHIP MANAGEMENT 5 NEXT STEPS TO BUILD YOUR SKILLS

Network with other BRMs Join BRMI Download and read in your organization www.brminstitute.org the BRMiBOK

Get your BRMP Network with other Certification! BRMs around the world • BRMI Online Campus! • BRMConnect® • LinkedIn BUSINESS RELATIONSHIP MANAGEMENT INSTITUTE (BRMI)

Incorporated in 2013 with a mission… “Inspire the world through BRM (Business Relationship Management)”

This mission is fulfilled through:  BRM Interactive Body of Knowledge™  Professional BRM training, development and certification  BRM research and publications  A learning community of BRM professionals  A wiki collaboration platform

Find them on: SESSION OBJECTIVES SUMMARY Now that we’re done, you should be able to:

1. Define the role of a BRM.

2. Articulate the need for a BRM.

3. Articulate the skills and competencies needed for both roles.

4. Understand the differences and similarities between BRM and the Business Architect roles.

5. Articulate 5 next steps you can take to build your BRM skills or move to a BRM role. Q & A NEXT STEPS TO ADVANCE YOUR CAREER BRMP Certification ▪ Offered as private or public workshops ▪ Offered in person or virtual ▪ Coaching and Mentoring Support ▪ Leadership & Influencing classes to support your BRM efforts

For more information, contact us at: /watermark-learning [email protected] @watermarklearn www.WatermarkLearning.com /watermarklearning OFFERING PRACTICAL, INDUSTRY-STANDARD SERVICES TO SUPPORT:

 Training, coaching, and customization services  Certification preparation  Master’s Certificates from Auburn University

Auburn University OVERCOMING BARRIERS TO VALUE REALIZATION

Barrier BRM Business Architect ▪ Supports & facilitates strategy ▪ Needs a well-articulated strategy to ensure development. alignment. Expression ▪ Ensures IT strategy aligns with the ▪ Provides executive mgt. the information it business strategy. needs to make strategic decisions. ▪ Looks for external and internal trends ▪ Provides an organizational view of and opportunities that add value to the capabilities to be optimized or maps out Ideation business and optimize Provider assets. future ideas. ▪ Provides an understanding of the value proposition and customer. ▪ Drives towards business outcomes for ▪ Ensures optimization of existing capabilities . Specification value realization. ▪ Identifies missing capabilities. ▪ Links business drivers with technology. ▪ Informs and frames business requirements. ▪ Keeps program/project managers focused ▪ Ensures the alignment of people, skills, on business outcomes. competencies and processes. Implementation ▪ Builds urgency for change within the org. ▪ Orchestrates allocation of resources. THE BUSINESS ARCHITECTURE SUMMIT 12/06/2018 48 ▪ Surfaces Business’ Partners value system. ▪ Relies on organizational culture to Contextual ▪ Deepens appreciation & understanding of determine value. value management & value realization.