Embed Size (px)
Citation preview
Business Relationship Managersrole implementation and strategy
Business units are dissatisfied with the current relationship they have with the IT department. They are experiencing a number of points of pain.
Points of Pain
A new role is proposed: a business relationship manager to address the gaps identified by each division.
Business Relationship Managers
Business Analyst
Solution Architect
Business Development
Manager
Provide a conduit to the IT department that is separate to the Service Desk and management team for complaints, compliments and feedback
Understand and partner with assigned division to assist with divisional business case preparation and designing new services
Ensure appropriate services and service levels are tailored to relevant division
Engage with divisional risk and regulatory compliance
Requirements and process analysis
Solution design and technical liaison
Service level management and feedback monitoring
Business relationship managers will be skilled employees of the IT department using defined processes, partnering with particular parts of the organisation and will access appropriate tools and information
• Complaints, compliments and feedback process• Service level management process• Service catalogue management process• Design coordination process
Processes
• Retail• Corporate• Networks
Organisation
• The finance information management system• The service management system• Legal and compliance systems• Sparx Systems Enterprise Architect (for modelling)• Microsoft Excel (for quantitative analysis)
Tools
• Divisional strategic plans• Service desk submissions• Regulatory submissions• Application knowledge management database• Organisational strategic direction
Information
A day in the life of a business relationship manager…
8:30am
Opens email to see updates from Gartner on mobile technology use for utilities
9:30am
Checks ServiceNow record to respond to a request for assistance with Cityworks
11:0am
Workshop with commercial manager, divisional branch manager and SMEs to prepare business case
1:00pm
Update service catalogue on ActewAGL’s Intranet with new service being rolled out by BSD
2:30pm
Meet with BSD problem manager business system administrator to design a regulatory fix
3:30pm
Meet with applications team to determine root cause of slow performing application
4:15pm
Produce business process model for new campaign process
Business relationship managers will need a mix of strong interpersonal skills, utilities and commercial acumen, ability to negotiate and a solid analysis and design background
Business Relationship Management DNA TM
A competency model for BRM excellence from the BRM Institute
Develop, Nurture and Advance (DNA)
Strategic PartneringSuccessful BRMs demonstrate high competence in service shaping. They actively engage with business leaders and discuss future plans and strategies. BRMs identify how BSD’s services advance business objectives.
Strategic Partnering
Business IQ
Service Portfolio Management
Technology Domain Knowledge
Business Transition Management
Business IQSuccessful BRMs speak the language of the businessL – understanding asset management, safety, utility provision and disruptive technologies. They understand the utilities value chain, budgets, regulatory drivers and constraints. Successful BRMs know how to use appropriate metrics to drive divisional value.
Strategic Partnering
Business IQ
Service Portfolio Management
Technology Domain Knowledge
Business Transition Management
Service Portfolio ManagementSuccessful BRMs are able to align to the IT department service portfolio with their relevant divisional strategy. They understand the available capabilities and the drivers and constraints for designing new ones in the most effective and cost efficient manner.
Strategic Partnering
Business IQ
Service Portfolio Management
Technology Domain Knowledge
Business Transition Management
Technology Domain KnowledgeSuccessful BRMs are well-grounded in the discipline of IT service management including requirements elicitation, service strategy and design. They’re experienced at liaising with liaising and translating between technology and business needs.
Strategic Partnering
Business IQ
Service Portfolio Management
Technology Domain Knowledge
Business Transition Management
Business Transition ManagementSuccessful BRMs understand the drivers of change and the inter-dependencies among all the moving parts. They appreciate intended and unintended consequences of project and program decisions and work to flesh out the total cost of end-to-end
Strategic Partnering
Business IQ
Service Portfolio Management
Technology Domain Knowledge
Business Transition Management
Strategic Partnering
Business IQ
Service Portfolio Management
Technology Domain Knowledge
Business Transition Management
Powerful CommunicationsSuccessful BRMs are skilled in listening, persuading, influencing and shaping understanding. They communicate win-win scenarios, surface disconnects and work to resolve problems. When needed, they can say “no” by offering meaningful alternatives.
BRMs will provide horizontal integration for key division areas (retail, corporate and networks) to support the existing IT department structure designation of: design, build and run.
CIO
Design Build Run
Strategy and Architecture
Corporate business relationship manager
Retail business relationship manager
Networks business relationship manager
