Value
Acronyms/Definitions
House Of BRM
Linking Business Drivers
with Technology
with Technology
Business Models/Provider
Roles
Roles
100
It is when the full Potential Value from solving a business problem or exploiting an opportunity is not realized in practice.
What is Business Value Leakage
100
It Stimulates, surfaces and shapes business demand for a provider’s products and services and ensures that the potential business value from those products and services is captured, optimized and recognized.
What is Business Relationship Management(BRM)
100
An Overview of BRM Competencies
What is BRM DNA
100
This is an approach to converging Business and IT strategies and essentials. Also a way to clarify Business Capabilities needed to implement business strategy and the IT Capabilities needed to enable those Business Capabilities.
What is Business Capability Road Mapping
100
It illustrates five levels of relationship maturity.
What is the Business Relationship Maturity Model.
200
The process of defining, measuring, optimizing and communicating the net value of a Provider investment over time and ties together into a holistic and comprehensive approach the concepts of Ideation, Value Planning, Portfolio Management, and the Business Case to capture, optimize, and communicate the business value of Provider investments and capabilities.
What is a Value Management Approach
200
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Who is Business Relationship Management Professional® (BRMP)
200
Identifying, surfacing and assessing possibilities for using IT services and capabilities. It Includes strategy, business/technology research, consulting, and dialog about business value realization through technology.
What is the BRM Demand Shaping discipline (Shaping Business Demand for Your Services)
200
This is a blueprint of the enterprise that provides a common understanding of the organization and is used to align strategic objectives and tactical demands. Also it is known as the bridge between the enterprise business model and enterprise strategy on one side, and the business functionality of the enterprise on the other side.
What is Business Architecture
200
A model introduced in the BRMP course where it assumes logical connections between business strategy, IT strategy, and the prioritization of investments in technology-enabled business change initiatives (Portfolio Management).
What is the Business Provider Alignment model
300
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What is considered Value
300
Our Mission is to inspire, promote, and develop excellence in Business Relationship Management across the globe, leading to outstanding business value for organizations and professional fulfillment of every individual member of the BRM community.
Who is the Business Relationship Management Institute (BRMI)
300
Coordinates resources, manages Business Partner expectations, and integrates activities in accordance with the Business Partner-Provider partnership. It ensures that Business Partner-Provider engagement translates demand into effective supply requirements and facilitates business strategy, Business Capability Road Mapping, portfolio and program management.
What is the BRM Servicing discipline.
300
They focus on building constructive relationships between providers and suppliers.
Who are BRM's in their roles as connectors, navigators and orchestrators.
300
It is used by BRMs. The value in this technique is the process of completing it rather than the completed form itself. It addresses the strategy a BRM will create for developing the relationship with his or her Business Partner.
What is the Relationship Strategy on a Page (RSOAP)
400
Offers insights into product or services attributes which are perceived to be important to Business Partners. The purpose of the technique is to support the specification of products and services and raise the quality of discussion through better development of team understanding. The model focuses on differentiating product or service features, rather than focusing initially on customer need.
What is Customer Value Hierarchy (CVH)
400
A Benefits Management technique that connects investment objectives to changes and to the enablers of those changes. It tells a visual story that helps communicate cause and effect dependencies.
What is the Benefits Dependency Network (BDN)
400
An iterative and ongoing process that facilitates the review of new business, industry and technology insights with potential to create value for the business environment.
What is the BRM Exploring discipline.
400
This is a type of performance measurement to evaluate the success of an organization or of a particular activity in which it engages. Often success is simply the repeated, periodic achievement of some levels of operational goal, and sometimes success is defined in terms of making progress toward strategic goals. A very common way is to apply a management framework such as the Balanced scorecard.
What are Key Performance Indicators (KPIs)
400
It is the BRM working to fulfill business partner value expectations.
What is the Service Provider role
500
That quality of anything which renders it desirable or useful and implies intrinsic excellence or desirability.
What is Value
500
Business areas impacted by an initiative are identified, understand and are prepared for the business transition (not just the technology transition) so that disruption to business operations is minimized and the full value of the project is achieved.
What is Business Transition Management (BTM)
500
Activities to track and review performance, identifies ways to increase the business value from Business-Provider initiatives and services and initiates feedback that triggers continuous improvement cycles.
What is the BRM Value Harvesting discipline.
500
A technique that illustrates the distinctions between Solution Based and Value Based discussions between a Provider and their Business Partner.
What is linking Business Drivers with Technology.
500
This is to represent all the capabilities typically required of a Provider to effectively address the demand for the Provider's products and services by the business. This model is intentionally generalized to represent any type of shared service (like IT, HR, or Finance) or any external Provider for that matter, so some capabilities may be more meaningful for one type of Provider than another.
What is a BRMI Provider Capability Model