Brm interaction with the business and provider teams

© 2015 Business Relationship Management Institute, Inc. All Rights Reserved
1 | 4/22/2015
Jeremy Byrne
Business Relationship Manager
BRM interaction with the Business and Provider Teams: A
Maturity and Culture Perspective
March 30, 2015

2 | 4/22/2015
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BIOGRAPHY About Jeremy Byrne
 Business Relationship Manager at a UK University for nearly 3 years
 Worked in Information Technology for 15 years and the Education sector for 10 years
 Certified in ITIL, BRM (BCS), ILM
 Degree in Business Information Systems and a Masters in Management and
Leadership in Higher Education
 Experience with varied partner groups
 Vice Chair: Business Relationship Management Institute Council
 Barrow Upon Soar, Leicestershire, England
 Linkedin: https://www.linkedin.com/in/jeremypaulbyrne

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 Objectives
◦ Overview of my University
◦ Overview of Maturity
◦ Show how the BRM function interacts with Provider teams
◦ Overview of Organisational Culture
◦ Show how the BRM function interacts with the Business Partners
 Considerations
◦ Information is based on UK education sector
◦ Examples should be used as guidelines, what works for me may not work for you
 In this Webinar we…
◦ Refer to the role as “BRM”
◦ Refer to the BRM customer as “Business Partner”
◦ Refer to the internal service department as the “Provider”
Purpose of this Webinar
How the BRM interacts with the business and provider teams

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 3,500 Staff
◦ Management
◦ Academic lecturers and researchers
◦ Professional/Support Services (Providers)
 15,000 Students
◦ Undergraduates
◦ Postgraduates
◦ Research groups
 Wholly Owned Subsidiaries
◦ Hotel/conference centers on campus
◦ Technology company
 30+ Tenants
◦ Sporting bodies, wheelchair basketball, cricket academy, tennis, swimming, etc.
◦ Technology companies spun out of research
My Organisation
An overview of my University

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◦ “Organizational maturity” is the level of organization's readiness and experience
in relation to people, processes, technologies and consistent measurement
practices.
◦ BRM Maturity often represented as a series of steps towards strategic partner
status.
Maturity
An overview of maturity

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BRM Maturity Model
The two sides to the BRM role – External Business Partners & Internal Providers

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BRM Maturity Model
The Provider
The provider in my case is the IT
Department which is made up of the
following teams:
o 1st line Support
o 2nd line Support
o Application development
o Middleware development
o Database administration
o Server administration
o Networking and infrastructure
o Communications and training
o Partnering (BRM roles)
o Senior management

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BRM Maturity Model
The Provider
You may have a similar structure
and you may find that from a BRM
function perspective these are at
differing levels of maturity, for
example…
o 1st line Support
o 2nd line Support
o Application development
o Middleware development
o Communications and training
o Partnering (BRM roles)
o Senior management

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BRM Maturity Model
The Provider
What causes these differing levels of maturity?
• Leadership of each team can differ
• Habits can be formed over time
• Growth rate
• Change rate
• Resources
• Length of time established
So how does this effect the way the BRM role interacts with the provider teams?
The BRM role can help mature some of these teams or at least ease their pain!

11 | 4/22/2015
BRM Maturity Model
The Provider
The teams struggling the most are the Server Admin and Network and
Infrastructure teams. These teams are likely under resourced and are
struggling with prioritisation of work.
The BRM role can help by focusing on:
• Understanding the limitations of the capabilities of the teams
• Managing partners expectations with regards to projects reliant on
resources from these areas
• Gather business information on expected value to be delivered from
projects to aid prioritisation
• Try to influence demand to reduce the workload

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BRM Maturity Model
The Provider
Next the Database Admin Team, this team is struggling forecast demand.
• Understanding the limitations of the capabilities of the team
• Gathering forecasting information, Patterns of Business Activity (PBA)
and highlighting the importance to the business partner
• Try to influence demand to reduce the strain on both technical and
personnel resources
• Send innovation requests and ideas to senior management

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BRM Maturity Model
The Provider
o 1st and 2nd Line Support
The first and second line support teams in this scenario are level 3 Service
Providers, they are mature and functional but don’t innovate or operate at a
strategic level.
• Understanding the common problems of the partners using the service
• Helping with innovation, building business cases

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BRM Maturity Model
The Provider
o Application & Middleware
development
The application and middleware development teams in this scenario are
level 4 Trusted Advisors, they are mature and there is a good understanding
of capabilities and business requirements, however, they do not operate at a
strategic level.
• Collating similar requirements from varying stakeholder groups to aid
collaboration
• Helping with innovation and building business cases

15 | 4/22/2015
BRM Maturity Model
The Provider
o Senior Management
o Communications & Training
The senior management and communications and training teams in this
scenario are level 5 strategic partners, they are mature and strategically
aligned.
• Ensuring the strategic engagement is maintained
• Engaging on a strategic level to stay informed

16 | 4/22/2015
BRM Maturity Model
The Provider
Provider workflows
The BRM can often collect the following work to bring back into the
department:
• Small work package
• Minor service improvements
• A small feasibility study
• Project proposal
• Business Case
• Resources required
• Scope
• Outline of cost
• Risks
• Innovation
• Technological or business process using existing technology in an
innovative way, example self service check outs

17 | 4/22/2015
BRM Maturity Model
The Provider
Workflow governance
The workflow and governance for each of these can be different:
• Small work package
• Change approval board
• Small works prioritisation group
• Project proposal
• Internal project prioritisation group
• High level project governance group
• Innovation
• Might use either of the above routes
The BRM role should have a presence on these boards where possible to
represent the partner and also add value through the knowledge gained
from the BRM function.

18 | 4/22/2015
BRM Maturity Model
The Provider
Summary – BRM interactions with the provider teams
• A full and up to date understanding of all team capabilities is essential
• A different focus of balance between service innovation and service
improvement is needed to aid teams
• Generally, in my instance, the culture is very similar across groups, so the
approach is the same but the focus can vary

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◦ Culture can be described as “A pattern of shared basic assumptions that the
group learned as it solved its problems of external adaptation and internal
integration, that has worked well enough to be considered valid and, therefore,
to be taught to new members as the correct way you perceive, think, and feel in
relation to those problems. “Organizational Culture & Leadership By Edgar H
Schein
◦ Organisational culture is a system of shared assumptions, values, and beliefs,
which governs how people behave in organizations
◦ Business Relationship Managers often have to change their approach with
different cultures in mind to maximise their benefit
Culture
An overview of culture

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BRM Maturity Model
Business Partners HR
Science
Arts
Hotel
Tennis
Finance
Tech
Golf

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BRM Maturity Model
Business Partners
With these groups you can then assess the level of maturity using a
framework such as this:
http://wiki.brm.institute/display/CIEDU/2015/01/29/Maturity+model+spreadsheet+template

23 | 4/22/2015
Cultures
Business Partners
Service
Departments
Tenants
Academic
Departments
Wholly Owned
Subsidiaries
HR
Science
Arts
Hotel
Tennis
Finance
Tech
Golf

24 | 4/22/2015
Cultures
Business Partners
Service
Departments
• High level of maturity, strategically aligned
• Culture is similar
• Easy to understand due to having a similar vision, strategy and
objectives
• Often subject to same levels of compliance and governance
HR
Finance

25 | 4/22/2015
Cultures
Business Partners
Academic
Departments
• Medium level of maturity
• Culture is different
• Harder to understand due to having a different vision, strategy and objectives
• Subject to some similar governance and control
Academic Freedom - The 1988 Education Reform Act established the legal right
of academics in the UK 'to question and test received wisdom and to put
forward new ideas and controversial or unpopular opinions without placing
themselves in jeopardy of losing their jobs or the privileges they may have'.
Science
Arts

26 | 4/22/2015
Cultures
Business Partners
Academic
Departments
Example: Lecture Capture system
Lecture capture video records lectures and makes them available to students
after the lecture has happened so they can review them at a later date.
The system is currently opt in with a very small take up from lecturers.
Science
Arts

27 | 4/22/2015
Cultures
Business Partners
Wholly Owned
Subsidiaries
• Medium level of maturity
• Culture is very different
• Harder to understand as very different vision, strategy and objectives
• Driven by profit not academic service provision
• Different governance and control but ultimately still University owned so
highest level of control the same
Hotel
Tech

28 | 4/22/2015
Cultures
Business Partners
Tenants
• Low level of maturity
• No desire to be strategically aligned
• Require a service provider mainly for internet connectivity
• Completely different governance and control
Tennis
Golf

29 | 4/22/2015
Cultures
Business Partners
Summary – BRM interactions with the Business Partners
• Try to categorise Partners into similar groups
• A different approaches may be required to comply and utilise the
governance of each group effectively
• Different partner groups will have different levels of strategic importance
so will require different levels of engagement

30 | 4/22/2015
Final Summary
Final summary
• Understanding is key both internally and externally, build knowledge
• Shadow, engage, ask, learn, document
• Different approaches may be required maximise benefit and value
• Prioritisation is paramount to ensure resources are focused in the correct
strategic areas

31 | 4/22/2015

32 | 4/22/2015
 April 2015
o Webinar – Tues. Apr. 14 @ 1100am EST – Value Realization – Tutor Rees
 May 2015
o BRMConnect 2015 – Tues. May. 26-28 – Portland, OR
BRMI Upcoming Events:

33 | 4/22/2015
“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 on
the BRM community.”
 This mission is fulfilled through:
◦ A learning community of BRM professionals
◦ A wiki collaboration platform
◦ BRM Interactive Body of Knowledge™
◦ Professional BRM training, development and certification
◦ BRM research and publications
About Business Relationship Management Institute
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Brm interaction with the business and provider teams

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