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Our Online Training Solutions program is a new five part online training series for Project Management, Project Controls, and Construction Management professionals. These 90 minutes classes are designed to flow together, building upon the skills obtained from previous classes, or may be taken individually. In this online class you will gain knowledge of identifying and quantifying your total project risk and exposure. Our free online management training and leadership skills course will teach you management skills, leadership styles, and the fundamentals of a mini-MBA business management certification program. Be a Great Manager and Strong Leader through our Free 10 lesson Management Training and Leadership Skills Course. A high school diploma or GED are the minimum requirement for office manager jobs, though many employers prefer hiring applicants who have at least an associate’s or bachelor’s degree in the field.
The most common office management programs are offered as short-term certificates, two-year associate’s degrees or four-year bachelor’s degrees. Office management certification and degree programs equip students with the skills needed to run an office efficiently and manage those around them. Many office management courses are offered entirely online, allowing students to pursue an education from the convenience of their own homes while holding down full-time jobs. Often office managers will start off in junior office roles, as an administrative assistant or secretary, before advancing into more senior positions. Qualities that are desirable among aspiring office managers include communication skills, analytical skills, leadership skills, team-working skills, and attention to detail. The Bureau of Labor Statistics reports that the employment of administrative services managers is expected to grow 15% from 2010 to 2020, due to the desire of organizations to improve their operational efficiency.
Whether you want to enter the business field or advance your existing career, enrolling in an office management program can help you achieve your professional goals.
This series of courses reflects the different levels of management and the various responsibilities involved. These sales based courses are designed to address all the various sales approaches and remain focused on the issues of today.
Whether the selling is on the telephone, face-to-face or at an exhibition, these courses are aimed at those who want repeat business.
How we treat others and how we are expected to Safeguard the more vulnerable in our society has become the focus of many changes in socially based legislation. No one is suggesting that change is always easy but, if embraced, will almost certainly mean a more harmonious working environment and people are kept safe.
Bracey Business Training prides itself on the ability to create specific courses for individual customers. Our portfolio is based on communication as the core skill but we are more than happy to talk to clients about their training needs.
Our wish is to make both information and ease of contact as trouble free for clients as possible. Steve Bracey has been training for over 30 years and held senior management positions in well-known organisations. A Fellow of the Institute of Sales and Marketing Management, he started the company in 1990 and has rapidly built up a reputation not only as a presenter but for constructing and developing training programmes throughout the UK.
Steve Humpherson joined Bracey Business Training in August 2005 and brings with him a wealth of experience having worked in various industries and businesses. The following 13 years has seen him working in various posts for local and national government in the world of training.
These standards have been instrumental in both retaining customers and developing new ones. The development of courses and clients has resulted in Bracey Business Training becoming a partnership with Steve Bracey and Steve Humpherson.
You may not, except with our express written permission, distribute, copy or commercially exploit the content on this website. To contact Steve Bracey, please call (07860 841347) or call (07946 308594) for Steve Humpherson.
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If you choose to accept cookies while browsing our site, we will assume applied consent has been given. We provide a range of training courses aimed at senior and middle managers, team leaders and supervisors who wish to develop their skills in developing strategic thinking, people management, business planning and marketing. All our courses include a mixture of teaching and workshop activities designed to encourage learning not just through listening but by proactively doing.
The World’s Very First Certified Business Relationship Manager (CBRM®) Certification Course and Exam is Officially Sold Out! The Certified Business Relationship Manager (CBRM) Practitioner Qualification is intended for the intermediate-to-advanced Business Relationship Manager, as it focuses on advancing to the role of Strategic Business Relationship Manager. In order to create this training and certification program, BRMI formed the CBRM Content Development Team, which was comprised of renowned Business Relationship Management (BRM) experts, trainers, game-changing BRM practitioners, and senior business executives. Such as in the case of BRMP, other BRMI Accredited Training Organizations will soon start teaching the CBRM course as well. Here is a little-known fact: if you have the expectation that a person will be negative, that will show in your face, tone, and even in the words that you choose. People who are just going through a negative time, but who have high potential if they are energized.
Next, think about the behavior or attitude that you want to see this colleague exhibit, and consider the incentive for the person to shift their behavior. For example: I have a colleague who kills ideas in meetings a lot, which shuts down creativity. To create a power reframe, start by presenting two benefits that will appeal to them before you tell them the behavior that you want from them.
The power reframe allows partners an opportunity to envision a better future for themselves, as well as the cross-team goal. Note: power reframes can be much harder than they sound, so it helps to rehearse your power reframe before you walk into the situation.
The Golden Rule works in many situations, but with many relationships the Platinum Rule works even better: Do unto others as they would have you do unto them. To get more insight into developing a positive influence on key relationships in your role as a BRM, register for the workshop Powerful Communication that I am presenting at the upcoming BRMConnect 2016 conference in Charlotte, NC, on April 12, 2016!
Funnily enough, this process is very similar to the way in which today’s corporate heroes can discover business value.
Value Management consists of three phases: Value Discovery, Value Creation, and Value Optimization.
A compass is essential for navigating a ship’s course relative to the cardinal directions of north, east, south, and west. Now “avast ye” (in other words, take a moment to pay attention!) and note that one size does not fit all when seeking value opportunities.
It is also helpful to learn how the sources of value interact, and the net effects on various stakeholders. The Value Classification Questions shed light on exactly what value each idea brings to stakeholders. Often the discussion centers upon more easily quantifiable items, such as technical solutions or the economic model. The aim is to understand the sources of potential value and to be crystal clear on what value these ideas could bring to various stakeholders.
Therefore, the principal goal of finding business value can be achieved through a defined process and useful framework.
The golden age of buccaneering is long gone, but BRMs continue to be the protagonists in the modern corporate story. What if you could play a role in changing the narrative and addressing these challenges head-on? Whether you’re new to the concepts of Lean or Agile, or you’re experienced and ready to take your skills to the next level (or even if you’re a Waterfall guru!), you have knowledge to gain from the Lean-Agile Mindset training class. While the Agile movement proposes alternatives to traditional project management, the Lean-Agile Mindset focuses on providing key insights into how thinking differently can drive organizational success, regardless of delivery approach (Agile, Waterfall, Ad hoc, etc.). This training class is built on collaborative and interactive learning techniques that aid retention and give attendees an opportunity to learn while mastering new practices. Are you ready to transform your thinking and learn innovative ways to address the challenges you face every day as a BRM?
If your answer to any of these questions is yes, sign up for the Lean-Agile Mindset class at BRMConnect 2016 in Charlotte, NC, U.S.A today! Do you, as the CIO, understand your role as a leader in making BRM a success in your enterprise?
Do you understand how advanced firms are organizing and driving their BRM development programmes? Is identifying the right people with the right attributes for BRM clear to you and your leadership team? Are you using proven BRM techniques and frameworks to move your organization from technology provider to business partner and peer?
Chief Information Officers (CIOs) everywhere are realizing the tool to success when it comes to business relationship management.
That is to say, CIOs are beginning to recognize the importance of strengthening their business relationship management (BRM) capability. I’m often asked if it’s best to recruit BRMs from within IT or from other business units. I have found that it’s not about the BRM’s background, so much as it is about the basic and advanced skills BRMs should possess. CIOs and technology executives appreciate that the unique styles and understanding of business relationship management of different BRMs is not a one-size-fits-all approach. I am immensely grateful that I found BRMI and became a part of this vibrant community, particularly after taking the BRMP course and learning just how helpful the certification is.
After eight years, I decided to pursue different opportunities, and my previous volunteer audit work for development projects and IT support teams helped me move into the IT processes world. When it came time for me to transition to a full-time BRM role, I went through the online training and appeared for the BRMP certification exam. I believe there are numerous people in IT industry with similar background and looking for their next career move. The Certified Business Relationship Manager (CBRM®) Practitioner Qualification is intended for the intermediate-to-advanced Business Relationship Manager, as it focuses on advancing to the role of Strategic Business Relationship Manager.
We are extremely proud to announce the details for the inaugural Certified Business Relationship Manager® (CBRM®) course! The course is strictly limited to 15 participants, allocated on a first come, first served basis, so be sure to register promptly. Additionally, other BRMI Accredited Training Organizations will start teaching this course soon.
We look forward to providing more details along the way and hope to welcome you as the first graduates of CBRM! Back in August, I had the pleasure of taking the Business Relationship Management Professional (BRMP) foundation course, and followed by passing the exam a few weeks later. Secondly, throughout the course, I was particularly intrigued by the Business Relationship Maturity Model, as it gave the reps a framework in which to describe and compare their interactions and relationships with the units with which they are working. Next, I learned that in many Higher Education Institutions (HEIs), there is often a risk that Service Units (not just IT, but those supporting administration as well) get too focussed on service provision without emphasising the business outcomes of a successful HEI.
My fourth takeaway from the BRMP course was that while portfolio management was not new to us as a large service provider (we have a staff of around 350 people, an annual expenditure of around $30M, and over 80 IT projects running), it is critical to carefully govern the spread of resources, the projects that are (or should be) at end of life, and the ways in which we invest in new initiatives. Lastly, I learned that in any project, the true challenge often lies in the Business Transition, or the “people” aspect of the changes delivered by the project. Conclusively, despite the fledgling nature of the formalised, department-wide Business Relationship Management capability at University of Oxford’s IT Services, I see an exciting few years ahead. Tony Brett is the Head of IT Support Staff Services in Oxford University’s IT Services and spends a large amount of his time managing the relationship between IT Services and the academic business units (colleges and departments) of the University, particularly through working with their own non-centralised IT Managers and support staff. The development of CBRM® fulfills a need for an expert practitioner training and certification offering.
Certified Business Relationship Manager (CBRM®) training and certification program is intended for the intermediate to advanced BRM practitioner. To pursue the CBRM® certification, a candidate must have earned the Business Relationship Management Professional (BRMP®) Certification. The CBRM® Content Development Team is working hard on adding and expanding the latest BRM knowledge to foster greater business partnering inside an organization converging IT, HR, Finance and other areas with the business focused on shared business strategy and shared accountability for greater business value results and effective communication. Professional development starts with your membership to BRMI. As a BRMI member, you will gain access to a range of valuable services, tools, and a variety of networking opportunities to support you.


Getting your company’s BRM capability off the ground takes planning, patience, and perseverance. Get comfortable with the notion that you will be playing the role of a salesperson’s as you embark on this journey.
Preparation – These are the pre-conversation planning steps that build the foundation for your BRM business case.
Planning the Conversation – Armed with knowledge from the preparation step, plan and organize your conversation with the CEO. It should come as no surprise that preparation is the key to a successful launch of a BRM capability. Successful conversations with the CEO start with acquiring an understanding of how products and services are viewed from the lens of your customers (external customers, of course, because there is no such thing as “internal customers”), internal departments, and from the CEO’s point of view. Determine Organizational Structure – Legitimize the role by working with your manager and human resources team to integrate the BRM function in the company career family structure.
Partner Business Units – The second path centers on visiting with internal departments.
Knowledge of the key pain points for external customers and internal departments forms the basis of your thesis for the BRM capability. Know your Company Strategy – As a BRM professional, you must have a natural curiosity about your company’s strategy, competitors, and financials. Understand Strategic Context – Take time to understand how your company got where it is, and what will power growth in the future. If your company is heavily influenced by rapid technology changes, adaptability and speed must be critical components of your investment profile.
Outline what you want to cover with the CEO, and be sure to share the outline with the CEO at the outset.
Use Storytelling – Storytelling is an impactful and effective way to communicate your message. Connect the Dots – Frame the BRM function as a new strategic role within the company. Logging in online and attending from your office or home alleviates the busy project management professional from being out of the office to attend a two or three day class. To be a highly efficient office manager, you need a wide range of skills that encompass an array of disciplines, including accounting, IT, HR, marketing, communications, and leadership. There are also business administration and operational management degrees at the bachelor’s, master’s, and doctoral level, which can enhance an office manager’s opportunities to advance to higher-level management positions. The goal of these programs is to produce graduates who are capable of creating a dynamic and stimulating office environment in which systems and people are able to work together effectively to create the desired results. Owing to the importance of computer technology and software in today’s business world, learning how to use the latest versions of popular business software is also essential. Applicants for higher-level office management jobs will likely face strong competition, though competition should be less severe for lower-level management positions.
Graduates who have received formal office management training understand the principles of personnel supervision and administration and are prepared to manage a wide range of functions in an office environment. Whether an Individual is called a supervisor, team leader or manager; they all have the difficult task of managing people while, at the same time, having to fulfill their own tasks and duties.
Collectively they are not for the 'hard-sell gift of the gab merchant' but for modern sales people with understanding of customer needs and attitudes.
To this end, we have ensured that we have a number of first-class Associate Trainers who can be called upon for specialist subjects. This being the case, we use any spare time to generate new ideas and training opportunities. The client list now includes small businesses, multi-nationals, local goverment and housing associations. The company can also offer a number of experienced Associate Trainers with various subject expertise.
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As such, the primary focus is on strategic business relationship management, leveraged to optimize value to the enterprise. The Certified Business Relationship Manager (CBRM®) training and certification program is intended for the intermediate-to-advanced BRM practitioner, and in order to pursue the CBRM® certification, a candidate must have already earned the Business Relationship Management Professional (BRMP®) certification.
These certifications are now sought by many companies in their BRM recruitment,” says Vaughan. Your bias will be evident, and in turn the person will react negatively to everything that you communicate, verbally and otherwise.
The great news is that there are ways to turn around a negative situation by using a few simple tools. To do this, prime yourself with what is good about the negative person, such as focusing on their skills or past accomplishments.
If you can communicate the effect that this good behavior will have on their relationships and their job satisfaction, you will have a better chance of getting what you want out of them.
I wanted to run our review meetings more positively and productively, and I knew it would help people to share best practices and build creativity—i.e. If they fall into the second or third aforementioned categories, approaching them with a power reframe gives them the opportunity to live into the change you would like to see. For example, if you’ve got an intelligent partner who doesn’t value collaboration, but yearns for advancement and praise from a boss, you can create a power reframe such as, “When this project is successful, it’s going to really show who can get things done in your organization. People are more likely to go along with you when they see that it will help them get what they want. I’ve been using power reframes for years, but I can still be at a loss for reframing words when I’m in the middle of a frustrating situation. If you can discover something about them that you can genuinely get excited and care about, this will help you work with them. Disney created “Pirates of the Caribbean” and introduced “Yo Ho (A Pirate’s Life for Me)” as an anthem for sailing the seven seas. Complex organizations have a multitude of stakeholders, all endeavoring to work together to execute strategy. For instance, an improvement in internal decision-making could affect the value in process improvement, either negatively or positively.
Following that, the operational, financial, or strategic opportunities can be developed for net benefit.
The steps are akin to searching for buried treasure: follow the map, use navigational tools, and then dig for gold where it makes sense. Instead of gold, they have the potential to find and create a treasure trove of business value for the organization and its customers. Often, you’re asked to be many things to many more people in order to be a strategic partner while also delivering business value. This isn’t a class on Agile transformation or Lean adoption—it’s a class on how to transform your thinking by applying key Lean and Agile concepts, providing concrete and practical direction on how you can powerfully impact your organization and stop the “But what is the value of BRMs?” conversations in their tracks. The Lean-Agile Mindset training provides the necessary theory and hands-on experience for you to respond to the complexity and unpredictability of your work environment in brand new ways.
It’s not enough to implement business relationship management and believe it will be successful on autopilot. However, there are techniques, frameworks, and a variety of simple tools to encourage consistency and completeness when capturing and sharing insights. Through the incredible online discussions and training materials on BRMI’s Online Campus, I was elated to finally gain the affirmations I had been looking for in my professional life.
In the mid ‘90s, I graduated from college and began my career in IT with Tata Consultancy Services, where I was tasked with software coding and application development. As a process and quality manager, I wore the “double hat” many of you may recognise, and like a true BRM, I played multiple roles and delivered successful assignments in process development and deployment, aligning to quality models and standards like CMMI, ITIL, BS7799, and Six Sigma.
Just like that, the natural step forward was clear—BRM was the place for me to be, especially since I knew that I had what it takes.
Upon completing the exam, I immediately felt the urge to become a professional member of BRMI and begin sharing, interacting, and learning from the pioneers and learned members of the BRMI community.
Today we are publicly announcing the availability of the Certified Business Relationship Management (CBRM) professional development and certification with details of the CBRM course! As such, the primary focus is on strategic business relationship management, leveraged to optimize value to the enterprise. It was especially helpful to complete this online course alongside a colleague, as we had plenty of opportunity to reflect on how the topics we studied made sense in our own context—that is, being an IT Service provider at a large, world-renowned federated university. When it came to strengthening the relationships between IT Services and the university as a whole, the BRMP course helped me create a vision and plan activities for the reps to undertake. As the program leader, I now feel that I have the tools for measuring the quality of our business relationships, as well as the means to plan and measure the reps’ continuous improvement.
Examples of these outcomes include attracting the most academically gifted students and maximising research funding through excellent research assessment results.
As a result, I have been much more thoughtful about the things we do, why we started doing them in the first place, and why we continue to do them, all in terms of the value they deliver and the resources they consume.
In order to lead us and our service partners more effectively through those changes, the BRMP course gave me some excellent tools to create urgency for change and build hierarchies of trust.
After an overwhelmingly positive experience taking the BRMP course, I look forward to working with colleagues to embed the BRM capability in our staff and culture, as well as reaping the rewards as we develop ever-better relationships with our business unit partners to deliver a strong and continuously-improving student and academic research experience. CBRM® is structured to supplement and leverage the foundation Business Relationship Management Professional (BRMP®) development and certification program. As the course case study company weathers the ups and downs and planned and unplanned changes experienced in the real world. Join BRMI today to make your mark on the BRM profession and stay informed about the latest BRM trends and upcoming events.
Successful BRM programs are game-changing for companies that get it right, but planning and preparation are essential to getting your program off to the right start.
Do this by creating a job description, establishing compensation plans, and developing organizational alignment. This step demonstrates the impact of BRMs on customer engagement and partner business unit performance. Become familiar with your company’s value proposition and its strategic goals and objectives. Armed with your knowledge of customer pain points, the company strategy, and context around what success looks like in the future, you are ready to plan your CEO conversation. Take time to write down the two or three objectives you have prior to your meeting with the CEO.
Additionally, if your conversation takes a turn away from the objectives, you will be prepared to shift the discussion back in the right direction.
It increases the odds of holding their attention if they know what’s coming and how long you plan to talk. Describe how the innovative role is responsible for understanding the connection between company strategy, customer pain points, and business technology. Also, the low price of $49.99 USD per class removes the hassle of corporate approval if individuals wish to further their knowledge on their own. Office management training provides you with the broad-based education necessary to handle such a diverse range of tasks. The prerequisites for admission to office management degree programs are typically a high school diploma or GED and a required minimum GPA. One minute they might be interviewing prospective staff members and another minute they might be doing bookkeeping. In 2012, administrative services managers earned a median annual salary of $81,080 per year. Pursue an office management degree today to get one step closer to your promotion or new career. This series of courses addresses the need to communicate well with customers and colleagues and the importance of perception.


Bracey Business Training offers a complete range of people skills training and we pride ourselves on tailoring content to ensure that our customer needs are met.
All this ensures that Bracey Business Training can still provide our customers with the promise made at the start of business in 1990; Quality and Personal Service Ensures Customer Satisfaction. Our courses will particularly benefit those in a decision making position and able to make a contribution towards the future direction of their organisation or their function area. The purpose of the Practitioner qualification is to confirm whether the candidate has achieved sufficient understanding and competence to perform the role of Strategic Business Relationship Manager in a scenario situation. Structured to supplement and leverage the foundation Business Relationship Management Professional (BRMP®) development and certification program, the CBRM fulfills the long-awaited need for an expert practitioner training and certification offering. As always when registering for all BRM certification courses, be sure to take advantage of BRMI’s 50% off discount toward the annual BRMI Professional Membership rate. It’s easy to forget that we need to appeal to our colleague’s better interest, not just our own or that of the company. I’ve heard senior execs here are always looking for people that can manage tough change programs.
The key to an effective power reframe is that it must be authentic, and it must contain incentives that are important to that person. I’ve had experiences with people who started out with a negative attitude, but once I developed a connection with them, they turned around and we had a great relationship.
Years before, Robert Louis Stevenson’s book, Treasure Island, painted a vivid picture of swashbucklers with hoards of doubloons buried on a secret tropical island.
They can then use the tools presented in this article to find potential value opportunities and “dig” for answers. In the Value Discovery phase, the question is: how do we add business value to the organization or its customers?
Therefore, it is important to identify who the stakeholders are within each of the four value classifications, and to tailor value opportunities to meet their needs. Guided by strategy, BRMs must seek to understand what potential sources of value exist in the organization. Some of you are an army of one or two, doing your best to help others understand how you can help them and pushing to prove the value of the BRM role in a tangible way. No matter your industry or chosen field of work, you’ll be able to apply what you learn and see immediate results.
Technological know-how and business acumen. On a more advanced level, BRMs should add personal presence, entrepreneurial passion, and a high level of autonomy with accountability to drive significant business results. These can also help shape demand towards appropriate solutions and drive world-class experiences through IT. Soon I was also entrusted with project leader responsibilities, and was responsible for everything needed to develop and deliver an application to one of our major clients, General Electric, to their satisfaction. Not only did I know that the true meaning of value is defined in business-facing roles, but my strong understanding of people, processes and technology would help deliver that value to the business.
Not only did the BRMP certification help solidify my understanding of the profession, but it validated my own competencies and professional goals. Taught by Vaughan Merlyn, Fellow of Business Relationship Management Institute and the lead developer of both the BRMP and CBRM training and exams, this premiere course is a unique opportunity to be among the world’s first CBRM® graduates!
As always, with registration for all BRM certification courses, be sure to take advantage of BRMI’s 50% off discount toward the annual BRMI Professional Membership rate. Here, I want to share the specific lessons that I believe will be particularly helpful to us in our unique environment. Additionally, the course provided me with some excellent ideas to further assist them in their roles as relationship-managing reps. By better understanding some of the barriers to strategic convergence, I believe that IT Services can help our business partners maximise the value of delivered business outcomes by using the services we provide for them, followed by then planning our capabilities to better fit their roadmaps. The BRMP material about Strategic Capability Road Mapping taught me how to navigate and overcome this issue, particularly through the concept of value leakage and its causes. I am now on the lookout for any “black holes” that could thwart growth, and I have a clearer understanding of the need for change leadership to be regularly present and vocal about its support and commitment to the change. Since its release in Q2 of 2013, BRMP® has become the de facto global certification standard in the BRM field with many companies making it a preferred or required qualification for BRM employment.
It is here that the key external and internal pain points and potential solutions are discovered.
Executives and employees simply aren’t familiar with the program, its purpose, or its benefits. Laying this groundwork upfront lends creditability to the role, both within your team and around the company.
Take time to understand their specific strategic goals and tactics, as well as how they connect to the company’s overall strategy and goals. Your ability to speak from a position of authority regarding personal observations in the field is powerful and can’t be underestimated. For many companies, the unprecedented pace of change means that what brought them success in the past may not bring the same results in the future. Introduce products rapidly, and consider using the probe-sense-respond method to get customer feedback; this will be your new norm. When selling the virtues of a BRM capability, make sure you know what outcomes you hope to gain from your conversation with the CEO. Don’t apologize for asking for a meeting, and don’t begin the conversation with, “I know you’re busy…” Not only does this undermine your position, but you are bringing an important message and meeting with the CEO is relevant and strategically important. Share how you will use your bilingual functional knowledge (IT, HR, etc.) and business skills to drive investments that improve top-line or bottom-line results and drive customer engagement. Share how demand is shaped and investments will be vetted using strategic fit, operational fit, ROI, and risk decision criteria to determine investment priority. Pursue your office manager certification today to gain the special skills needed for the challenges you will face in today’s fast-paced business environment.
Added to this, we will not only be blogging but, in the near future, we shall be on Linkedln.
For more information on CBRM certification prerequisites, as well as certification maintenance requirements, click here. We are looking forward to congratulating the first-ever graduates of the inaugural CBRM course! As this principle demonstrates, people tend to respond to an experience in ways that reproduce exactly what others expect of them. This should help you mentally overcome your negative feelings toward their behavior or attitude.
I figured that the incentive for my idea-killing colleague is to please our clients, so before a momentous meeting I told her, “In order to dazzle our client, I’d like to start by seeing what has dazzled them in the past, to make sure we keep doing it. I want to be sure that people can see how quickly we help each other get things done.” (This is better than saying, “You’re a terrible team player. This fascination with discovering hidden gold has permeated society’s imagination—even landlubbers know the basics for finding treasure: follow the map, use a compass to navigate the journey, and then dig wherever “X” marks the spot.
The only difference is that the real treasures of today’s corporate world are the sources of business value, whatever they may be.
The answer is usually multifaceted, because potential value can be found in many different areas of the business. Figure 1 provides further detail for this process by overlaying the Value Source Classifications with a dual focus of internal and external (customer) improvements. This is accomplished by identifying potential sources of internal and external business value using the Value Source Classifications, followed by asking key questions of every value source, in order to clarify the value that these ideas offer various stakeholders. While leaders rarely have an issue understanding the value of a Business Analyst or Project Manager, there are often questions about the value a BRM provides—and so the list of challenges you face as a BRM goes on! Visionary CIOs act as role models for their BRMs, maintaining the most senior relationship with key business executives. They understand by making investments in these individuals, high-achieving BRMs will have a career trajectory that ascends into executive roles, regardless of whether they are within IT.
Methods for linking business drivers with technology, developing situational awareness, exploring emerging technology, operating with agility, and a number of other practices can strengthen your BRM capability. For more information on prerequisites for CBRM certification as well as certification maintenance requirements, click here.
In our context, of course, “business” means cutting-edge research and education, so a deeper understanding of how value is realised from our services in these areas will be a great asset to our reps, IT Services, and our colleagues in academic and non-IT support roles. The ability to better understand the sources of value leakage and to optimise the value harvesting process will benefit us as a service unit by shaping our offerings, and it will also help business units achieve their goals.
With hundreds of BRMP® certified professionals, this widely accessible world-class BRM professional training and certification program offers great value for both the candidates who pursue the certification and the businesses who hire them. With or without external help, the following article will get you started on building your case from the ground up.
Know that you will have to repeat yourself many times as you make your way around the organization. For more in-depth ideas on organizational structures, check out BRMI, as well as the book IT Business Partnerships: A Field Guide for job descriptions, organizational structure options, and more. More often than not, you will discover long-standing issues that allow the company to form a stronger bond with customers when addressed. Look for pain points that impact customer engagement, because these are the clues that will define the investments that help strategic goals and objectives.
Connect pain points from your field research to the strategy and tactics that drive your company, because the tighter the connection, the more compelling the business case.
Know whether your company is in a stable, predictable growth environment versus one that faces an uncertain future.
By contrast, in more predictable strategic circumstances, a research-plan-execute model is more effective. Review your plan with a trusted colleague to ensure you haven’t missed any key stakeholders or critical messages. Do you want immediate approval, are you testing the waters with the expectation of returning for another round of conversations, or are you seeking approval for a pilot program? It isn’t uncommon for the CEO to arrive late (or not at all)—in this situation, work with the CEO’s assistant to reschedule as soon as possible. Don’t minimize what you are presenting by starting the conversation from a position of self-imposed weakness. Talk about the issues you witnessed firsthand that impact external customers or about process improvements that help drive partner business unit goals.
Explain how the new role ensures that the investment portfolio answers the question of how IT helps the company move forward strategically.
Describe how the BRM function improves the business savviness of traditional operating units by helping them frame more business-centric investment requests. Some people would call this a self-fulfilling prophecy, but the Chameleon Effect is the scientific term for it.
Then I want to stay focused on how to really impress the client by brainstorming how to do it even better next time.” My colleague agreed to give it a try, and it worked so well that now it’s our agreed-upon way to review.
We typically look for value intrinsic to the organization, as well as external value, which benefits customers.
Some of these answers will be focused on changing behaviour or anticipated changes in behaviour, and ultimately they must drive quality improvement for the company, both internally and for customers. Many pages of CBRM content will be added to the BRMiBoK and will be available for BRMI members in Q2 2016. You need to think about what makes your company tick, how your company achieved its current success in the market, and what it takes to succeed in the future.
However, stick to your game plan and be sure to lean on your BRM colleagues inside the company and across the global BRM community. Connecting these dots gives the CEO perspective on how the BRM role impacts the company’s strategic outcomes and bottom-line performance. Share potential solutions that when funded, overcome the challenges you described.Then, take your story one step further. Describe how this sharpened business focus, led by BRMs, delivers measurable business benefits. Highlight the fact that every new investment candidate will have success metrics that are developed ahead of the investment. Innovation can also be a vital element of value, because it can create significant corporate value, both in short-term gains and long-run competitive advantage.



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