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

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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 © 2013 BUSINESS RELATIONSHIP MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED OG 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. © 2013 BUSINESS RELATIONSHIP MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED WHY BRM? 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 © 2013 BUSINESS RELATIONSHIP MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED BRM METAPHORS Connector: Orchestrator: Navigator: “The Magic in “A Single “Roadmaps to the Middle” Point of Business Focus” Value” © 2013 BUSINESS RELATIONSHIP MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED BRM FOCUS 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 © 2013 BUSINESS RELATIONSHIP MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED FOUR BRM DISCIPLINES Clarity of the BRM role Servicing Exploring Demand Shaping Demand Value Realization Value BRM Competencies © 2013 BUSINESS RELATIONSHIP MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED DEMAND SHAPING “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 Portfolio Management Business Transition© 2013 BUSINESS RELATIONSHIPMgmt. MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED #1 MASTERS AT STRATEGIC PARTNERING 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. © 2013 BUSINESS RELATIONSHIP MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED ENGAGING THE BUSINESS PARTNER Identify strategic Shape the opportunities. conversation. Identify performance Uncover gaps. problems or Suggest new opportunities. or improved Identify how solutions. solution fits the problem. © 2013 BUSINESS RELATIONSHIP MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED #2 HAVE A HIGH BUSINESS IQ 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 © 2013 BUSINESS RELATIONSHIP MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED Asset Strategic Allocation Informational #3 Transactional Infrastructure EXCEL AT PORTFOLIO MANAGEMENT It’s not just about new investments! Manage Make New Retire Old Existing Investments Investments Investments © 2013 BUSINESS RELATIONSHIP MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED #4 EXCELLENT KNOWLEDGE OF THE PROVIDER DOMAIN Understands the levels of supply vs. demand Leverages IT products, services, and capabilities © 2013 BUSINESS RELATIONSHIP MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED #5 EXCELLENT COMMUNICATORS 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) © 2013 BUSINESS RELATIONSHIP MANAGEMENT INSTITUTE, INC. ALL RIGHTS RESERVED BUSINESS ARCHITECTURE PRIMER © 2019 BUSINESS ARCHITECTURE GUILD. ALL RIGHTS RESERVED BUSINESS ARCHITECTURE 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
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