- Joe Topinka, Chief Information Officer, SnapAV
- Glen Notman, Associate Partner, Citihub
- Julian Vinnels, IT Business Analyst, University of Exeter
- Joseph Sgandurra, IT Service Management Consultant, Microsoft
- 3 additional anonymous contributors
- Business leaders believe that IT should be a partner with the business, but many IT organizations are not viewed as partners and trusted advisors.
- The business does not view IT as a value creator.
- Third-party services have increased pressure on IT as they offer viable alternatives to the functions that an immature IT department performs.
- IT organizations that do not create business value are at risk of being outsourced or replaced.
- BRM is not just a communication conduit between IT and the business. When implemented properly, a BRM is a value creator, advocate, innovator, and influencer.
- The BRM role must be designed to match the maturity level of the IT organization and the business. Before you can create incremental business value, you must master the fundamentals of service and project delivery.
Impact and Result
- Info-Tech has developed an approach that will enable you to develop and implement a BRM program that is customized to the maturity level of your organization.
- In the short run, BRM will help to demonstrate the value of the IT organization to the business and build credibility and trust.
- In the long run, BRM will evolve with the IT organization as it transforms into a strategic partner, making IT an indispensable part of the business value chain.
- The ideal state is achieved when the BRM comes to the business with innovative solutions to drive the business forward and achieve the organization’s goals and objectives.
This guided implementation is a five call advisory process.
Guided Implementation #1 - Obtain buy-in
Call #1 - Define the objectives of the BRM program and identify business and IT pain points
Call #2 - Walk through the results from the CIO Business Vision diagnostic
Guided Implementation #2 - Define the BRM role
Call #1 - Define components of the BRM role and the maturity levels
Call #2 - Determine member's BRM maturity level and walk through role descriptions
Guided Implementation #3 - Implement BRM
Call #1 - Walk through the different BRM reporting structures and create a BRM engagement and communication plan
Book Your Workshop
Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Module 1: Obtain Buy-In
Define the objectives of the BRM program, identify business and IT pain points, and then walk through the results of the CIO Business Vision diagnostic.
Key Benefits Achieved
Mutually agreed upon objectives between IT and the business for how BRM can add value to the organization.
Define objectives of the BRM program.
- List of objectives for the BRM program
Identify business pain points.
- List of business pain points
Identify IT pain points.
- List of IT pain points
Understand business satisfaction with IT using the CIO Business Vision diagnostic.
- Summary of CIO Business Vision results
Module 2: Define the BRM Role
Understand how the BRM role operates at different levels of maturity and determine what best fits your organization. Refine BRM role descriptions to reflect that.
Key Benefits Achieved
A well-defined description of the BRM role that is customized to best fit the maturity of your organization. This will serve as an input into the next phase as well.
Define components of the BRM role.
Define BRM maturity levels.
Define BRM candidate qualifications.
Refine BRM role descriptions.
- BRM role descriptions
Module 3: Implement BRM
Customize the role of the BRM with respect to each department. Decide on how to measure the value of the BRM and how to communicate the benefit to business stakeholders.
Key Benefits Achieved
An engagement plan to ensure the BRM builds and maintains relationships with key stakeholders and a communication plan to obtain buy-in from business and IT leaders.
Determine BRM reporting structure.
- BRM reporting structure
Create BRM engagement plan.
- BRM engagement plans
Gather feedback and measure value.
Create BRM communication plan.
- BRM communication plan
Create a metrics tracking plan.
- BRM metrics tracking plan
Create an action plan.
- Action plan and next steps