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Transform IT Into a Value Creator With Business Relationship Management

Leverage a deep knowledge of the business to become an innovative and strategic partner.

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Contributors

  • 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

Your Challenge

  • 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.

Our Advice

Critical Insight

  • 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.

Research & Tools

Start here – read the Executive Brief

Read our concise Executive Brief to find out why you should implement a relationship management function, review Info-Tech’s methodology, and understand the four ways we can support you in completing this project.

1. Obtain buy-in for the BRM program

Obtain buy-in for the BRM program by accurately understanding the business’ strategic objectives and pain points with IT and then presenting the BRM program as a way to eliminate those pain points and create business value.

3. Implement the BRM role

Determine your BRM reporting structure and then develop your engagement plan before you begin to implement the BRM role.

Guided Implementations

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

Onsite Workshop

Discuss This Workshop

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

The Purpose

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.

Activities

Outputs

1.1

Define objectives of the BRM program.

  • List of objectives for the BRM program
1.2

Identify business pain points.

  • List of business pain points
1.3

Identify IT pain points.

  • List of IT pain points
1.4

Understand business satisfaction with IT using the CIO Business Vision diagnostic.

  • Summary of CIO Business Vision results

Module 2: Define the BRM Role

The Purpose

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.

Activities

Outputs

2.1

Define components of the BRM role.

2.2

Define BRM maturity levels.

2.3

Define BRM candidate qualifications.

2.4

Refine BRM role descriptions.

  • BRM role descriptions

Module 3: Implement BRM

The Purpose

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.

Activities

Outputs

3.1

Determine BRM reporting structure.

  • BRM reporting structure
3.2

Create BRM engagement plan.

  • BRM engagement plans
3.3

Gather feedback and measure value.

3.4

Create BRM communication plan.

  • BRM communication plan
3.5

Create a metrics tracking plan.

  • BRM metrics tracking plan
3.6

Create an action plan.

  • Action plan and next steps