BRMP Certification Exam Questions and Answers Correct
Business Relationship Manager
A role that serves as the strategic interface between a Provider, and one or more
Business Partners to stimulate, surface and shape business demand for the Provider's
products and services and ensure that the potential business value from those products
and services is captured, realized, optimized and recognized.
Three Perspectives of BRM
- Role (duties and responsibilities)
- Discipline (skills, capabilities and knowledge)
- Organization Capability (of the provider to be effective for shaping demand)
BRM as a Connector
- Facilitate productive connections and mobilize projects and programs
- Stimulate, surface, and shape demand, Raise IT Savvy
- Influences appropriate supply
BRM as Orchestrator
- Capabilities to drive value from Provider services
- Coordinate and aggregate demand
- Orchestrate key provider roles
BRM as Navigator
- Facilitate Business-Provider convergence
- Facilitate business strategy and roadmapping
- Guide architecture, portfolio and program management
BRM Related Standards
ISO/IEC 20000
COBIT 5 - recommends appointment of BRM
ITIL Framework - description of BRM process
SFIA (Skills Framework for the Information Age)
Business-Provider Alignment Model
ENVIRONMENT impacts the
STRATEGIC CONTEXT and drives the
IT STRATEGY and aligns to the
IT PORTFOLIO
BRM Competencies - DNA (Develop/Nurture/Advance)
- Strategic Partnering
- Business IQ
- Portfolio Management
- Provider Domain Knowledge
- Powerful Communications
- Business Transition Management
Strategic Partnering (DNA)
Goal of BRM is to establish a Strategic Partnership between the Provider and the
Businesses it serves
Business IQ (DNA)
, One of the reasons the strategic partnership goal has been so elusive is that Provider
organizations often fall short in understanding and speaking the language of their
Business Partners.
Portfolio Management (DNA)
To optimize value realization from a Provider's products, services, assets and
capabilities, the discipline of Portfolio Management is crucial to the expression of
business strategy and the investment and risk choices that must be made in pursuing
that strategy.
Provider Domain (DNA)
The associated disciplines of Service Management are drawn as the next ring because
value realization also depends on having the right provider services delivered in the
most effective way.
Business Transition Management (DNA)
A common cause for loss in realization is the failure to properly manage business
transitions enabled by a Provider's services (such as process improvement, new
business capabilities).
Powerful Communications
Drawn as the outermost ring of the BRM DNA graphic because all the competencies
referenced in the inner rings and core depend on it.
Roof of the House of BRM
Clarity of the BRM Role in the context of the Provider Strategy and Operating Model
Business Relationship Maturity Model
L1: Ad Hoc
L2: Order Taker
L3: Service Provider
L4: Trusted Advisor
L5: Strategic Partner
Demand Shaping Discipline
- A set of disciplines, tools and governance mechanisms designed to surface stimulate
and shape business demand for Provider products and services in balance with supply
constraints.
- Ensures that provider capabilities are full leveraged.
- Optimizes value realized through services
Exploring Discpline
- Identifies and rationalizes demand for Provider services
- Identifies business and technology trends with the potential to create value.
- Identifies new business value initiatives
Servicing Discipline
- Coordinates Provider resources
- Manages the expectations of the Business Partner
- Translates demand into supply requirements
- Facilitates Business Strategy, business capability roadmapping, portfolio and program
management
Value Harvesting Discipline
- Ensures the success of business change initiatives
- Tracks and reviews performance
Business Relationship Manager
A role that serves as the strategic interface between a Provider, and one or more
Business Partners to stimulate, surface and shape business demand for the Provider's
products and services and ensure that the potential business value from those products
and services is captured, realized, optimized and recognized.
Three Perspectives of BRM
- Role (duties and responsibilities)
- Discipline (skills, capabilities and knowledge)
- Organization Capability (of the provider to be effective for shaping demand)
BRM as a Connector
- Facilitate productive connections and mobilize projects and programs
- Stimulate, surface, and shape demand, Raise IT Savvy
- Influences appropriate supply
BRM as Orchestrator
- Capabilities to drive value from Provider services
- Coordinate and aggregate demand
- Orchestrate key provider roles
BRM as Navigator
- Facilitate Business-Provider convergence
- Facilitate business strategy and roadmapping
- Guide architecture, portfolio and program management
BRM Related Standards
ISO/IEC 20000
COBIT 5 - recommends appointment of BRM
ITIL Framework - description of BRM process
SFIA (Skills Framework for the Information Age)
Business-Provider Alignment Model
ENVIRONMENT impacts the
STRATEGIC CONTEXT and drives the
IT STRATEGY and aligns to the
IT PORTFOLIO
BRM Competencies - DNA (Develop/Nurture/Advance)
- Strategic Partnering
- Business IQ
- Portfolio Management
- Provider Domain Knowledge
- Powerful Communications
- Business Transition Management
Strategic Partnering (DNA)
Goal of BRM is to establish a Strategic Partnership between the Provider and the
Businesses it serves
Business IQ (DNA)
, One of the reasons the strategic partnership goal has been so elusive is that Provider
organizations often fall short in understanding and speaking the language of their
Business Partners.
Portfolio Management (DNA)
To optimize value realization from a Provider's products, services, assets and
capabilities, the discipline of Portfolio Management is crucial to the expression of
business strategy and the investment and risk choices that must be made in pursuing
that strategy.
Provider Domain (DNA)
The associated disciplines of Service Management are drawn as the next ring because
value realization also depends on having the right provider services delivered in the
most effective way.
Business Transition Management (DNA)
A common cause for loss in realization is the failure to properly manage business
transitions enabled by a Provider's services (such as process improvement, new
business capabilities).
Powerful Communications
Drawn as the outermost ring of the BRM DNA graphic because all the competencies
referenced in the inner rings and core depend on it.
Roof of the House of BRM
Clarity of the BRM Role in the context of the Provider Strategy and Operating Model
Business Relationship Maturity Model
L1: Ad Hoc
L2: Order Taker
L3: Service Provider
L4: Trusted Advisor
L5: Strategic Partner
Demand Shaping Discipline
- A set of disciplines, tools and governance mechanisms designed to surface stimulate
and shape business demand for Provider products and services in balance with supply
constraints.
- Ensures that provider capabilities are full leveraged.
- Optimizes value realized through services
Exploring Discpline
- Identifies and rationalizes demand for Provider services
- Identifies business and technology trends with the potential to create value.
- Identifies new business value initiatives
Servicing Discipline
- Coordinates Provider resources
- Manages the expectations of the Business Partner
- Translates demand into supply requirements
- Facilitates Business Strategy, business capability roadmapping, portfolio and program
management
Value Harvesting Discipline
- Ensures the success of business change initiatives
- Tracks and reviews performance
