IIBA MN PDD Sep 20, 2016€¦ · Enduring Results. IIBA MN PDD Sep 20, 2016 1 Dr. Susan Heidorn...

Enhanced Performance. Enduring Results.

IIBA MN PDDSep 20, 2016

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Dr. Susan HeidornBRMP, CBAP, PMP, CSM, HSDPDirector of Business SolutionsWatermark Learning, Inc. susanheidorn

@DrSKHeidorn

Enhanced Performance. Enduring Results.©

Woman‐owned business established in 1992, offering training and related services, including certification preparation in:• Business Relationship Management• Business Analysis• Project Management• Agile/Scrum• Business Process Management • Leadership and Influencing Skills

Courseware licensing Consulting and mentoring services Certificate programs through Auburn University

Earn 1 PDU/CDU for attending today! www.watermarklearning.com/self-reporting


1. What is a BRM & why do we need them?2. Describe the 4 pillars of a BRM.3. Understand the various maturity levels of a

BRM & BA. 4. Identify the 6 key competencies needed to be

a BRM and how you can leverage your BA skills.

5. Articulate 5 next steps you can take to build your BRM skills.


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?


Business Relationship Management embodies a set of competencies (knowledge, skills, & behavior) that foster productive, value‐producing relationships

between a provider organization and business partner.

A Role

A Discipline

An Organizational Capability


Business Partner Service ProviderBRM


Represents the Business Strategy and Needs

Represents Provider Capabilities & Capacity

Business Partner Service Provider


“The Magic in the Middle”


“Single Point of Focus”


“Roadmaps to Business Value”


IT (BAs & PMs) Business Management

Business Strategy Business Architecture

Consulting Business Operations

Service Provider Areas:• Sales Development• Marketing/PR• Human Resources• Legal• Finance


BRMs work with any organizational role they need to establish key working relationships to maximize business value.

Everyone!

Application Architects

Project Managers

Program Managers

Business Partners Enterprise Architects

Finance Managers

Portfolio Managers

Service Provider


A need for a translator between Business

Partner and Provider Servicer

There is a disconnect between Business

and Service Provider

To ensure value is achieved by using Provider Services

The Business doesn’t understand what technology can do for them. Provide advice on how to use technology in an

innovative way to enable business transformation, improve competitive positioning and maximize business value.


Clarity of the BRM role

Dem

and Shap

ing

Exploring

Servicing

Value Harvesting

BRM CompetenciesStrategic Partnering Provider Domain

Business IQ Powerful Communications

Portfolio Management Business Transition Mgmt.


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

Focus: Optimizing business value realized through provider services, capabilities, and products.

Activities• Ensure business strategies fully leverage provider capabilities.

• Ensure provider service portfolio and capabilities enable business strategies.


“Identifies and synthesizes demand”

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

Activities• Identify business value initiatives.• Facilitate the review of new business, industry, and technology insights with potential value to create value for the business.

• Match innovation with ongoing operations.


“Translates demand into supply requirements”

Focus: Coordinating resources, manages partner expectations, and guides business partners on provider capabilities.

Activities:• Facilitate business strategy, business capability road‐mapping, and portfolio and program management.

• Help the business become more savvy in the use of value change capabilities.

• Help define the level of provider services needed to maximize business value.


“Reaping” what Exploring and Servicing “Sowed”

Focus: Ensures the success of the change initiatives.

Activities • Track and review performance.• Identify ways to increase the business value from business‐provider initiatives and services.

• Initiate feedback that triggers continuous improvement cycles.

• Provide stakeholders with insights into the results of business change and initiatives.


Demand Shaping

“Stimulates, surfaces, and

shapes” business demand

Optimizing business value

Stimulate high‐value demand

Exploring

Identifies and synthesizes demand

“Trendspotting”

Identify business value initiatives

Servicing

Coordinates resources

Managing expectations

Translate demand into requirements

Value Harvesting

Reaping the benefits

Evaluating & improving

performance

Increase value

Adapted from BRM Institute


Strategic Partner

Trusted Advisor

Service Provider

Order Taker

Ad Hoc

• Shared goals for maximizing value: shared risks & rewards

• Cooperation based on mutual respect & understanding

• The routine is the routine: innovation is a challenge

• Frequent misperceptions build distrust & reactive course changes

• Loudest in; first out


5. Strategic Partner

4. Trusted Adviser

Engage early, engage often!Decision

Step

ITObjectiv

e

Busine

ss

Partne

rsQue

stions

3. Service Partner2. Order‐Taker

Identifying Strategic

Possibilities

What strategic options does IT create for us?

Identify thePossibilities

Moving upstream in the decision process increases strategic engagement and value yield

1. Ad Hoc

Selecting Solutions

Which of the solutions do we

choose?

Show how the solution

fits the defined problem

Identifying Solution Options

What are our options?

Suggest new or improved solutions

Defining Problems and Solution

Needs

What are we looking for in a

solution?

Uncover problems and clarify needs

Identifying Execution Gaps

What must we do to address

our performance issues?

Pinpoint performance gaps and

opportunities

Setting Strategy

and Agenda

What fundamental

strategic changes must we make?

Shape the Agenda

Busine

ss

Relatio

nship

Maturity


Clarity of the BRM role

Dem

and Shap

ing

Exploring

Servicing

Value Harvesting

BRM CompetenciesStrategic Partnering Provider Domain

Business IQ Powerful Communications

Portfolio Management Business Transition Mgmt.


Take a few minutes and identify the key competencies you think you need to be a good BA.


Assist with and/or facilitate business strategy sessions.

Ensure IT strategy aligns with the business strategy.

Identify how provider products, services, & capabilities support & advance business objectives.

Identify changes to the business environment that could potentially impact the services provided.


A significant knowledge about… • the industry• financials• business strategy• business processes• business operations• service provider’s products, services, & capabilities

Identify process improvements opportunity that add value to the organization.

Identify and analyze new business initiatives.

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Use portfolio management disciplines and techniques to maximize realized business value.

Help evaluate and prioritize projects according to their ROI (Return on Investment) and maximized business value.

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Leverage IT capabilities and services for competitive advantage.

Help Solution Delivery team to determine what supply is necessary to meet demand.

Partner with provider organization to ensure supply‐demand alignment.

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Build relationships. Emotional intelligence. Capacity to listen. Ability to influence. Excellent interpersonal skills.

High aptitude for critical, strategic, creative, & innovative thinking.

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Manage the people side of change in order to prevent ‘business value leakage’

Provide change leadership. Build an urgency for change. Assess impact & change readiness. Determine capacity for change.

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Benchmarking & Market Analysis

Balanced Scorecard

Business Capability Analysis

Decision Analysis

Business Model Canvas

Organizational Modeling

Concept Modeling

Data Mining

Decision Modeling

Financial Analysis

Business Case

Process Analysis

Risk Analysis & Management

Metrics & KPIs

Acceptance & Evaluation Criteria

Process Modeling: Value Stream Maps

Root Cause Analysis

Scope Modeling

SWOT Analysis

Business Rules Analysis

Prioritization Process Modeling


Network with other BRMs in your organization

Join BRMIwww.brminstitute.org

• BRMI Online Campus!• BRMConnect®• LinkedIn

Download and read the BRMiBOK

Get your BRMP Certification!

Network with other BRMs around the world


Articulate the role of a BRM

Articulate the need for a BRM

Understand and list:• The 3 metaphors of a BRM.

• The 4 disciplines of a BRM.

• The 6 core competencies of a BRM in which BAs can leverage their existing skill sets.

• The 5 steps you can take to build your BRM skills.

Now that we’re done, you should be able to:


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:

[email protected]

www.WatermarkLearning.com

/watermarklearning

@watermarklearn

/watermark‐learning

IIBA MN PDD Sep 20, 2016€¦ · Enduring Results. IIBA MN PDD Sep 20, 2016 1 Dr. Susan Heidorn...

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