Howaboutsales - Business Relationship Management (BRM) Software
Business Relationship Management (BRM). By Elaine Lincoln, Ed.D., CBAP, PMI -PBA, BRMP. Last summer I had the opportunity to attend a. This is the third and final piece of a three-part blog series explaining how the Business Relationship Management (BRM) framework provides. Modern Business Relationship Management and ITIL. By Simon Kent – Chief Innovation Read more AXELOS Blog Posts by Simon Kent.
Business Relationship Management: BRM as a Role - The Blend: A West Monroe Partners Blog
It is the key way that value is managed by a BRM. We learned how portfolio management balances resource use in activities that are retireable, transactional, informational, strategic, and discovery-enabling.
Portfolio Management is the process of balancing the selection of programs that are ongoing in the service provider and Programme Management manage groups of projects. In the order Portfolio Management — Programme Management — Project Management planning information flows left to right and executive information flows right to left.
We looked at the Responsible-Accountable-Consulted-Informed RACI model and noted that a common failure of IT Governance is just to consider new resource expending proposals and to fail to keep ongoing resource use under review. Business Transition Management I think this was the most interesting module for me as it looks at the people-centred side of business changes, something I think a lot of technical providers could do a lot better.
We learned about the need to build urgency for change and the need to build an effective business transition network consisting of stakeholders, an instigating change leader, sustaining change leaders, change agents and advocates.
We learned about change black holes caused by gaps in the change leadership chain and the risk of change leaders not being visible enough to be perceived as supporting the change. I was struck by the importance of leaders needing to visibly support the journey as well as the goal involved in a change as the former is often the harder bit.
Provider Domain Knowledge This unit is all about understanding the services available from the service unit and understanding how service management works. We reminded ourselves that services have to have both utility i. We noted that while value can be measured in terms of business outcomes it is also important to consider the value as perceived by the customer.
We considered the eight key questions that a service definition needs to answer and they are: How do I get it?
How is it delivered? How do I use it? How do I get help with it? What does it cost?
How is it supported? What does support cost? Powerful Communications This module was another one I particularly enjoyed because it relates closely to a lot of my current work. We firstly reminded ourselves of how important good communication is and then considered the art of listening and learned six aspects to that including: All great techniques that I think we all use to a lesser or greater extent at least some of the time.
- Business Relationship Management: BRM as a Role
- Business Relationship Management Vs Service Level Management
Persuasion was also an important aspect of this unit and we considered how a good persuasive argument needs to appeal to ethos, pathos and logos for people. In external service providers - BRM is often executed by a separate and dedicated function of BRMs or account managers — each one dedicated to a customer, or group of smaller customers.
The emphasis here is on maximising contract value through customer satisfaction. Service level management is responsible for defining and agreeing the service level requirements for new or changed services, which must be done in a consistent manner according to practices developed cooperatively with design coordination.
They are also responsible for agreeing and documenting service level targets and responsibilities within SLAs and service level requirements SLRs for every service and related activity within IT. If these targets are appropriate and accurately reflect the requirements of the business, then the service delivered by the service providers will align with business requirements and meet the expectations of the customers and users in terms of service quality, and service targets are met.
This is due to the dual nature of the job, where they are acting as both an unofficial customer representative when talking to IT staff, and also as an IT provider representative when talking to customers.
Also customers and colleagues alike should also never be openly criticised. There may be a full-time service level manager who is the process manager for service level management and who also fills the role of process manager for the business relationship management process. In a small organisation part of the supplier management process may be performed jointly by the corporate procurement function from a business perspective and the service level manager representing IT.
Managing this end to end service delivery role ensures coordination and alignment with IT and business needs. Download our free general purpose Service Level Agreement SLA Template which will provide you with an excellent starting point and you can use it in a variety of situations. Of course, in small organisations it often makes sense.
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The problem with combining roles often comes with separation of responsibility and identifying conflicts of interest. Unless the relationships between business relationship management, service level management and other service management processes are clearly identified, there is potential for confusion about the responsibilities and boundaries between them. There are clear differences between the processes, and care should be taken that the people executing them understand when they are performing a BRM role based on building customer relationships and defining customer requirements; and when they are defining and coordinating the SLM tactical levels of performance of specific services.
It is also important, however, not to combine roles when there is a requirement for governance or compliance reasons to retain a separation. This may be to ensure checks and balances within a critical activity or process. In combined roles some organisations refer to them as service level managers, while others refer to them as business relationship managers, but does it really matter?
Organisations can have separate or combined process roles. One of the biggest challenges were the roles are separated is effective communication. The customer does not want to be repeating themselves to multiple people in the IT department. Customers typically have a limited tolerance for how many people gather information about their service requirements. To identify customer needs utility and warranty and ensure that the service provider is able to meet these needs.
To negotiate Service Level Agreements warranty terms with customers and ensure that all service management processes, operational level agreements and underpinning contracts are appropriate for the agreed service level targets. Focus Strategic and tactical — the focus is on the overall relationship between the service provider and their customer, and which services the service provider will deliver to meet customer needs.
Tactical and operational — the focus is on reaching agreement on the level of service that will be delivered for new and existing services, and whether the service provider was able to meet those agreements.