News, Insights, editorial and comments on hot topics relating to Strategic Partnering
Business Relationship Management
Introduction I have been asked quite a few times how much time should a BRM spend doing certain activities. The short answer is: It depends. What is the challenge? So I know I could spend significant portions of my time on say: Fixing broken processes such as issue review and resolution Feeding information, business cases into the governance “machine” Reviewing business cases and negotiating scope Attending discovery meetings with suppliers or Conducting “status update” meetings with business units. In fact,…
The one thing that will add Value
I remember once attending a BRMI project meeting when Aleksandr Zhuk mentioned that “BRMs constantly meditate on value”. I liked that phrase a lot simply because it encapsulated very neatly in my mind what Business Relationship Management is all about. We can only go so far in trying to standardise and document what a Business Relationship Manager does. I was recently comparing the differences between a BRM course oriented around ITIL and BRMP. The ITIL oriented course lent heavily on…
Strategic Partnership Considerations
Delivering Value to the Business
Introduction A common scenario when engaging with business stakeholders is that demand tends to be driven purely from their perspective, which is neither unreasonable nor entirely unexpected. Typically, these demands entail fixes to systems that alleviate a productivity issue in one small part of the business, without taking a broader, more benefit-driven perspective into account across the whole process. In addition, in order to sustain long term support to the business, there are frequently IT initiatives that may not demonstrate…
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