Business Analyst Career Paths: Have you considered … · Have you considered Business Relationship Management ... Over 25 years of Business Analysis and Project Management ... Topics

© 2015 International Institute for Learning, Inc.

Business Analyst Career Paths: Have you considered Business Relationship Management (BRM)?

An Introduction to the Components and Competencies of the BRM Profession and How You Can Leverage Your BA Skills to Become

a BRM


BIO

GR

APH

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About the Presenter: Elaine Lincoln, Ed.D.

Global Practice Director at IIL for over 9 years

Over 25 years of Business Analysis and Project Management Experience:

! Fine Art Auction House

! Financial Services

! Media / Entertainment

! “Big 4” Consulting

Certified Business Analysis Professional™ (CBAP®) since 2007

PMI Professional in Business Analysis (PMI-PBA®) since 2014

Business Relationship Management Professional (BRMP®) since 2015

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Topics for Today’s Presentation 3

! Introduction to the Business Relationship Management Institute (BRMI)

! What is Business Relationship Management?

! What does a Business Relationship Manager do?

! Competencies required of an effective BRM

! Competencies required of an effective BA

! Next Steps – What can I do to transition to a BRM role?

! Q&A


About Business Relationship Management Institute

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BRM professionals learning community

Wiki collaboration platform

BRM Interactive Body of Knowledge™

Professional BRM training, development

and certification

brminstitute.org BRM research and publications

“Define, inspire, value and promote

the key traits of effective

Business Relationship Management.”

Incorporated in 2013 with a mission fulfilled by:


IIBA® Launches New Strategic Alliance with BRMI®

Key outcomes will include:

! Develop BA-BRM collaboration framework using common terminology, bringing clarity about roles and professions

! Collaborate on joint cross-marketing events

! Conduct joint research and white paper development initiatives

! Develop cross-role maturity framework and alignment of career path, including training and certification

! Conduct outreach activities with HR organizations to promote the roles and alignment

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“Both organizations recognize the strategic alignment of the practices and how the roles of Business Analysis Professionals and BRMs are aligned and support each other. IIBA and BRMI will collaborate to mutually promote and advance the disciplines of Business Analysis and Business Relationship Management as two unique, yet highly complimentary professions and practices.”


What is Business Relationship Management (BRM)?

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What is Business Relationship Management (BRM)? (1 of 2) Definition

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• Business Relationship Manager is a connector and translator between a Provider organization and a Business Unit (BU)

• Relationship between the Provider head and BRM is an important dimension – understanding and aligning enterprise and BU needs

• Heads of Provider organizations (e.g., CIOs) fill the BRM role for the enterprise as a part-time role

• Optimally, BRMs have the role as a full-time position

Organizational Role


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A Provider Organization should be effective in shaping and channeling demand to the highest value opportunities

Organizational Capability

• Business Relationship Management embodies a set of competencies (knowledge, skills, behaviors) fostering productive, value-producing relationships between a Provider organization and the Business Units they serve

• All Business Partner facing Service Provider roles should be skilled in BRM

Discipline

What is Business Relationship Management (BRM)? (2 of 2) Definition


BRM Terminology Every profession has its own language…

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Business Relationship

Manager

(BRM)

Provider (Supply

Organization)

Business Partner

(BRM’s

customer)

Titles vary considerably, for example:

•  Business Partner

•  IT Partner •  Account Manager •  Business Unit

Manager •  Business Integration

Manager

Organizations may use different terms (e.g., Customer, Client, Consumer)

•  Majority of Providers are Information Technology (IT) organizations

•  Increase in adoption of the BRM role for Human Resources (HR), Finance, Training, Facilities and other Shared Services


Sits at the intersection of Service Provider and Business Partner

What does a Business Relationship Manager do?

Stimulates, surfaces and shapes business demand for maximized value

Member of both Business and Provider management teams

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Purpose of BRM Role (1 of 2) More Specifically…

“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.”

According to the BRM Body of Knowledge, a BRM

BRM works with… Business Partner and the Provider

(IT, HR, Finance, Legal, etc.) Business Partner

Develop an in-depth understanding of Provider

capabilities

Determine business objectives and ensure strategic and innovative

solutions, enabling business strategy and driving great business value

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A BRM requires: Understanding of business processes and how solutions are deployed for effective and efficient business operations

Deep knowledge of respective lines of business or division, coupled with an understanding of their growth strategy…Fundamental to the success of the role

Ability to simultaneously shape both Solution Demand and the Provider’s ability to deliver solutions, enabling business strategy

The BRM must be a strong team player!

12 Purpose of BRM Role (2 of 2) More Specifically…


What is Demand Shaping?

Sometimes referred to as Demand Management

• The process by which possibilities for using the Provider’s services within the business are surfaced and capitalized upon.

• The goal is to identify that set of possibilities that will create the most value for the organization.

Doing the right things for the highest possible value!

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BRM Context: Business-Provider Maturity Model A tool for calibrating business demand maturity, provider supply maturity, and the BRM role

IT Illustration

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Business Demand Maturity and Provider Supply Maturity A tool for calibrating supply and demand maturity, and BRM role

IT Illustration

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BRM Responsibilities – Tactical vs. Strategic (1 of 2) Typical Scope

Scope that is common to both Strategic and Tactical BRM models:

! Shapes and monitors services, service levels and service performance

! Partners with Provider to manage expectations, ensure service delivery and improve service performance

! Ensures business partner awareness of security requirements / policies / responsibilities

! Orchestrates key Provider roles on behalf of Business Partner

! Reinforces Service Management discipline and competence

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Strategic BRM ! Strategic interface between Business Partner and Provider

Organization

! Ensures strategic alignment between business strategy and Provider capabilities

! Jointly accountable for business case and portfolio

! Ensures value is realized from Provider capabilities, assets and investments

! Surfaces and shapes business demand for Provider Services

! Coordinates with other BRMs to identify, align and leverage enterprise opportunities

! Acts as a broker for additional capabilities beyond Provider scope

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BRM Metaphors

BRM as navigator

BRM as connector

BRM as orchestrator

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BRM as “Navigator” Roadmaps to Business Value!

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BRM as “Connector” The Magic in the Middle!

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BRM as “Orchestrator” Single Point of Focus!

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What competencies are required to be an effective Business Relationship Manager (BRM)?

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BRM Competencies – BRM DNA™ Develop, Nurture, Advance

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BRM Competencies – BRM DNA™ Successful BRMs…

Masters at Strategic Partnering

High Business IQ

Excel at Portfolio Management

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Excellent Knowledge of the Provider Domain and Service

Management discipline

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Skilled in Business Transition Management

Powerful Communicators

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The “House of BRM” The “foundation” supports the execution of the role, the “pillars” define the BRM space in terms of Core Disciplines and the “roof” protects the integrity of the BRM role

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Business Relationship Maturity Model 28


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Where do successful BRMs come from?


The BRM Experience: Career Path Options

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What competencies are required to be an effective Business Analyst?


What is Business Analysis?

According to the Business Analysis Body of Knowledge Release v3 (BABOK®) published by the IIBA, Business Analysis is: “the practice of enabling change in an enterprise by defining needs and recommending solutions that deliver value to stakeholders. Business Analysis enables an enterprise to articulate needs and the rationale for change, and to design and describe solutions that can deliver value.”

Definitions

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Purpose of Business Analyst Role (1 of 2)

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Discover, synthesize and analyze

information from varied sources

within an enterprise, including tools,

processes, documentation and

stakeholders

Elicit actual needs of stakeholders –

frequently involving investigating and clarifying their

expressed desires – in order to determine

underlying issues and causes

Play a role in aligning the

designed and delivered solutions with the needs of

stakeholders


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Alignment role involves…

Understanding enterprise problems and goals

Analyzing needs and solutions

Devising strategies

Driving change

Facilitating stakeholder collaboration

The BA must be a strong team player!

Purpose of Business Analyst Role (2 of 2)


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BABOK® Knowledge Areas

BABOK®, R3.0, p. 3 - 4


BABOK® V3 Knowledge Areas and Tasks (1 of 2)

BABOK® V3 Knowledge Areas

Tasks

Business Analysis Planning & Monitoring

•  Plan Business Analysis Approach •  Plan Stakeholder Engagement •  Plan Business Analysis Governance •  Plan Business Analysis Information Management •  Identify Business Analysis Performance Improvements

Elicitation & Collaboration

•  Prepare for Elicitation •  Conduct Elicitation •  Confirm Elicitation Results •  Communicate Business Analysis Information •  Manage Stakeholder Collaboration

Requirements Life Cycle Management

•  Trace Requirements •  Maintain Requirements •  Prioritize Requirements •  Assess Requirements Changes •  Approve Requirements

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BABOK® V3 Knowledge Areas

Tasks

Strategy Analysis

•  Analyze Current State •  Define Future State •  Assess Risks •  Define Change Strategy

Requirements Analysis & Design Definition

•  Specify & Model Requirements •  Verify Requirements •  Validate Requirements •  Define Requirements Architecture •  Define Design Options •  Analyze Potential Value & Recommend Solution

Solution Evaluation

•  Measure Solution Performance •  Analyze Performance Measures •  Assess Solution Limitations •  Assess Enterprise Limitations •  Recommend Actions to Increase Solution Value

BABOK® V3 Knowledge Areas and Tasks (2 of 2)

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BABOK® V3 Underlying Competencies (1 of 2)

Analytical Thinking & Problem Solving

o  Creative Thinking

o  Decision Making

o  Learning

o  Problem Solving

o  Systems Thinking

o  Conceptual Thinking

o  Visual Thinking

Behavioral Characteristics

o  Ethics

o  Personal Accountability

o  Trustworthiness

o  Organization & Time Management

o  Adaptability

Business Knowledge

o  Business Acumen

o  Industry Knowledge

o  Organization Knowledge

o  Solution Knowledge

o  Methodology Knowledge

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Communication Skills

o  Verbal

o  Non-verbal

o  Written

o  Listening

Interaction Skills

o  Facilitation

o  Leadership & Influencing

o  Teamwork

o  Negotiation & Conflict Resolution

o  Teaching

Tools & Technology

o  Office Productivity Tools & Technology

o  Business Analysis Tools & Technology

o  Communication Tools & Technology

BABOK® V3 Underlying Competencies (2 of 2)

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BRMs and BAs – How Do They Differ in Focus? (1 of 2)

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Technology needs required to support

the business

BAs:

! Process or system-specific objectives

! Capabilities of a service offering within the scope of a specific system or project

BRMs:

! IT service offerings which bring strongest tech capabilities to ensure IT/Business convergence


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BAs:

! Business process review and documentation

! Requirements elicitation and documentation

! Use cases or user story creation

! Limited to a portion of a service or a project team to deliver the desired outcomes

Service and project success

BRMs:

Early engagement in the process to shape demand for the IT pipeline

! Use broad understanding of the organization to implement the right activities in support of strategic goals

! Focus on health of the IT-Business relationship

! Use customer satisfaction surveys, interviews and service reviews (SLA performance, customer feedback, etc.) to identify value-add opportunities

BRMs and BAs – How Do They Differ in Focus? (2 of 2)


BRM and BA Synergy

By working together, the BA and the BRM have the opportunity to bring together business goals, requirements system features and processes to achieve maximum value.

Business value realization is an area in which the BRM and the BA can partner together to ensure that IT efforts result in convergence between service offerings and strategic objectives in order to meet the intended outcome of investments!

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Food for Thought…

What other similarities do you see between the BRM and BA roles?

Think about the set of competencies (knowledge, skills and behaviors) that you currently use in your BA practice.

! What BA competencies do you currently possess that could be useful to the BRM role?

! How could these competencies help you if you were working as a BRM?

! What new competencies do you need to develop to help transition into a BRM role?

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Enablers to Success (1 of 2)

Adopt internationally recognized standards

! Best practices, peer reviewed and iteratively improved over time

Obtain industry-recognized, accredited certifications

! Demonstrate your competency through recognition by international standards organizations

Seek out mentors

! Learn from others, gain insight and perspective

Commit to Lifelong Learning!

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Continue your formal education

! Provides cross-sectional breadth, opens new ways of thinking from external academic institutions

Actively pursue related knowledge

! Seek opportunities to gain real-world experience in all facets of the business—finance, portfolio planning, value management and technology

Additional knowledge and experience that is pertinent to your desired path is essential to gaining depth!

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Enablers to Success (2 of 2) Commit to Lifelong Learning!


Summary

If you want to… ! Leverage your BA skills and experience

! Become a Trusted Advisor

! Ensure convergence between service offerings and strategic objectives

! Help your organization achieve maximum business value…

Consider BRM as a career path and take the necessary steps to get there!

Business Analysis is an excellent training ground for BRM!

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A successful Business Analyst requires a broad range of skills:

! Communication, collaboration and facilitation skills

! Relationships you’ve built with your stakeholders

! Organizational, departmental, business process, technology/system knowledge…


Q & A

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Documents

Business Analyst Career Paths: Have you considered … · Have you considered Business Relationship Management ... Over 25 years of Business Analysis and Project Management ... Topics