Maturity of business demand (appetite) for IT capability
Engagement is a term often used when discussing the relationship between an IT organization and the business units it serves. It’s interesting (and amusing!) to look at the many meanings ascribed to the verb, “engage” (from Dictionary.com). Most of these apply quite well to the context of business-IT engagement:
Attract and hold by influence or power
Announcing the Inaugural Instructor-Led On-line Business Relationship Management Professional Course
I am very excited to announce that I will be teaching the upcoming inaugural Business Relationship Management Professional™ (BRMP™) training and certification program on 3 days over a 3-week period, starting September 9, 2013 and continuing on September 16 and September 23.
This course is intended for the entry-level to intermediate Business Relationship Manager, with the […]
Driving Business-IT Convergence – The Evolving Role of the Business Relationship Manager (Part 2 of 2)
In Part 1 of this 2-part series I defined the BRM role – with the caveat that it is by no means standardized. In fact, as far as IT Service Management standards such as ITIL® and ISO/IEC 20000 are formalizing the existence of the Business Relationship Manager (BRM) role and corresponding process as a new […]
This is another post triggered by a reader’s question emailed to me. Here’s his question (some details have been omitted to preserve anonymity).
I was searching for information around Business-IT engagement but have yet to really come across anything with substance. I’m looking to better connect with the business unit managers to formulate an IT strategy. The […]
I recently received this question from a reader:
We are evaluating a strategy to centralize IT and implement Business Relationship Management (BRM) roles as part of the centralization. Where do you typically see the BRM’s reporting into in a centralized IT organization? Should they report directly in to the CIO, or can they be effective a […]
This is the 2nd in a multi-part post on assessing IT Capabilities. (See Part 1)
A Quick Recap
Part 1 introduced some assessment principles I’ve found to be important.
The Process is more important than the results. I’ve found facilitated self-assessments to be the most effective.
The results must be actionable. An assessment must give you insight into what […]
This will be the first in a series of posts about assessing the “goodness” of IT capabilities, both in terms of your current state (how good your IT capabilities are) and ‘desired’ state (how good they need to be). We will get into the dimensions of ‘goodness’ as well as assessment methods.
I’ve been designing and […]
I’ve been deeply into understanding and developing the role of Business Relationship Manager (BRM) since the early 1990’s when, as a Partner at Ernst & Young’s Center for Business Innovation, I began researching what was then an emerging role. Since then, I’ve continued research into this important role, led many consulting engagements helping companies implement […]