Events Calendar
Learn more in the field of Business Relationship Management. Join our latest webinars and events. More
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Understanding the Social Enterprise Technology
Glenn Remoreras writes an article about social media and the BRM. More
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October 2014
Vol. 1, No. 112
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Mark your Calendar!
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BRMI Webinars
For more details on all our events, you can check here.
Sponsored Event Listings*
*Please note that events or course listings advertised under the Sponsored Event Listings section are hosted by the Sponsor, not BRMI.
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Ask an Expert
Creating a New Business Standard - the Business Relationship Manager
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"Several of us at my organization are proud to be newly certified BRMPs and definitely plan to incorporate BRMI standards into the job description for our role. However, redefining our role to align with BRMI has raised more questions (both for us and our hiring managers).
What level is the position of BRM in most organizations (assuming we are more strategic than tactical)? How does one determine the average salary range for this position as it has been defined by BRMI? Lastly, what is the career path for a BRM particularly as greater levels of experience and certification are obtained?"
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Our Expert Says:
These are good questions and ones that we receive many times at the Institute. For strategic BRMs, we see many variations on the hierarchical reporting structure. This is usually determined by many factors such as size of the organization, how the BRMs are converged with the business provider (HR, IT, Finance, CRM, etc.), and internal design. From experience, what works best is when the BRM is at the same or very close level as the business peers they partner with. For a BRM to achieve Strategic Partner, which is Level Five on the Business Relationship Maturity Model (found on our Members' wiki), the BRM will need to be seen, and add enough value, as a peer of the business partner(s) they support. I have seen situations where BRMs were not allowed in the business planning process simply because they did not have a high enough title in the organization. This is sad, as that organization was missing out on many opportunities the BRM could bring to bear. Many companies are creating the BRMs at the Director or VP level, reporting directly to the provider area Chief (CIO, COO, CFO, etc.) and Senior VP Business Partner.
Salaries vary from organization to organization, vary across BRM provider areas (HR BRM, IT BRM, Finance BRM, etc.) and of course, vary by geographical areas around the globe. The majority of BRMs are at the peak of their careers in HR, Fiance, IT, CRM, etc. and will command salaries at the upper end of the salary tables as a result of their valued experience and the value they bring to the organization with their business and provider teams. BRMI is planning a study in the near future that will assist with salaries. In the short term, you can reference our job board for BRM job postings from other organizations as there are 100s of openings there.
--- BRMI is the best source of information about and in the field of BRM. We welcome questions about BRM and from BRMs. Every month, we feature a question which is answered by seasoned experts. Have a question you'd like to ask? Let us know by sending us an email and we'll be sure to connect you with our experts. Questions about membership? Learn more about our memberships here.
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Featured: IT Relationship Analyst
Carestream, a worldwide provider of dental and medical imaging systems and IT solutions, X-ray imaging systems for non-destructive testing, and advanced materials for precision films and electronic markets, is looking for an IT Relationship Analyst. The organization prefers a certified Business Relationship Management Professional (BRMP). You can learn more here.
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Looking for opportunities in the field of Business Relationship Management? Or is your organization looking to hire a Business Relationship Manager? You can check out our BRMI Job Boards. If you would like to post on our job boards, send us an email.
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Understanding the Social Enterprise Technology
By Glenn Remoreras
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I am an avid user of social media sites that exist out there. I blog, I tweet and I use Facebook. These social applications have been really useful to me personally. Facebook, for instance, is my way to connect with my family who live in the Philippines. Every time I post a picture of my kids on Facebook, I always have my family in the Philippines in mind. This is how I can share moments of my kids' life with them. Through Facebook, I also keep track of my nephew and nieces. Early on, I realized the value of social networking to my personal life so I started thinking how such platforms extend to the enterprise. Even before the existence of full-strength Enterprise Network Tools available today, I wondered how such collaborative practices extend beyond personal use and find their way to become an integrated set of functional offerings that delivers business value.
Think about an "enterprise Facebook". What's the equivalent of posting a status or photo? If I post about a project I am working on, blog about a business problem I am trying to resolve, or share a screen of a user interface mobile application I designed -- what will it take for my peers in the office to be able to access, read and see them? To usher in adoption of the tools seamlessly is a challenge for those who have blazed the trail. If you can't convince employees that using it will make their job easier or if you cant convince business leaders that using it will create business value, it is tough to succeed. (Read more)
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This article originally appeared in the June issue of BRM Update and on Glenn's blog, Simple Processes, in June 2014.
Glenn also presented a BRMI webinar, BRM and Social Media, about the same topic. (Membership log-in required for access.)
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Attributes of a Business Relationship Manager - The Importance of Personal Power
Kirt Mead, Senior Consultant, CSC's Leading Edge Forum
Tuesday, January 27, 2015 at 11:00am EST
Many Business Relationship Managers (BRMs) struggle to be included in the business management team. Too often business colleagues call their BRM to discuss technology issues only after the business decisions regarding a prospective project have been made. The BRM is treated as a vendor, not as a partner.
Leading Edge Forum has been researching the BRM role for many years, and we find that the most successful BRMs succeed in being seen as business people who are able to contribute to the business beyond questions of technology. They understand that their job is a performance, and that they need to have personal impact if they are to be seen as broad players in the business. In short, the effective and successful BRM shows up as personally powerful.
Please join us for this 60 minute webinar, with Kirt Mead, Senior Consultant, LEF, who will discuss:
- Definition of personal power.
- Where personal power comes from.
- Tips on how it can be learned.
- Examples of how powerful BRMs are already adding exceptional value.
This webinar is not yet available for registration. Please check back on our Events Page soon to register.
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