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January 2015
Vol. 1, No. 115
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Announcing BRMConnect 2015!
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BRMI has launched its inaugural event for business relationship managers. Truly the world's first networking and professional development event for business relationship
 managers, BRMConnect 2015 will take place in Portland, OR on May 26-28, 2015 for the BRM community.
The two-day BRMConnect 2015 agenda is being filled with interactive workshops, led by BRM industry experts. Attendees will leave with knowledge of the latest trends and the most important developments in the art and practice of BRM.
>> Learn more
>> Register now
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The BRMP Guide eBook Is Here!
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 You have asked for it and we heard you! In collaboration withVan Haren Publishing, our publishing partner, we now offer our professional and student members their own personalized copy of The BRMP® Guide to the BRM Body of Knowledge eBook! The eBook supports digital annotations and highlighting and can be printed. It is yours to use as our token of gratitude for your BRMI membership and support of the Institute and the global BRM community it serves! Not a BRMI Member yet? Join the Institute today and the enjoy immediate benefit of this valuable business relationship management professional development and training resource! |
 Become a member of our rapidly growing BRM Explorers™ community today and join over 10,000 leading business executive professionals around the globe, who stay informed on the latest BRM trends and upcoming events. Becoming a member of the BRM Explorers community is FREE. |
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Still on the fence about a BRMI membership?
For as little as $175 a year, you can reap the benefits of membership:
- Network with fellow BRM professionals and experts through the BRMI members-only Online Campus
- Take advantage of our regular education and training programs
- Participate in the development and promotion of the profession of business relationship management
- Build your leadership skills through volunteer activities of BRMI, which will build your confidence, expand your knowledge, and expose you to new possibilities!
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Business Relationship Manager (Power Plant experience preferred)
Covanta - Morristown, NJ
Looking for a business relationship management opportunity, or are you looking to hire a business relationship manager? Check out our BRMI Job Boards!
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Meet our BRMI Member, Arnie Wetherill
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1. How did you get into business relationship management? 
Wetherill: I work in a large IT Infrastructure & Operations (I&O) organization that transformed from a technology silo-based structure to a service-focused structure about two years ago. As part of the reorganization, we incorporated a new role of business relationship manager into our organization.
Based on my communications skills and prior background experience in IT consulting, I was asked build a team of BRMs. Sometimes timing is everything. While searching for best practices for setting up a BRM organization, I discovered the newly formed BRMI and immediately tapped into their expertise, became a founding member, and attended their first BRMP training class. Through BRMI, I have expanded my skills and knowledge, as well as built close ties with BRM colleagues throughout world.
2. What do you love most about business relationship management?
Wetherill: I always love to be challenged, so the aspect I like most is the dynamics of the role. Every day is a different challenge. Competitive pressure in the industry drives the need to constantly innovate, which drives the need for daily collaboration with our business partners on opportunities, priorities, urgency, and limitations.
Understanding and adapting to changing business needs is essential to our success as business. It keeps us focused and engaged, while deepening our relationships. That's what gets me out of bed on cold, winter mornings.
3. Where do you draw inspiration from, for work?
Wetherill: I'm inspired by progress - seeing the vision and goals of our organization converted into tangible accomplishments that make us more competitive in the industry. Since the BRM role is to provide a bridge between IT and business partner priorities and strategies, it requires us to constantly measure local needs, priorities, and actions against enterprise goals to ensure alignment. To achieve this, we have to draw upon the efforts of resources we don't control, influence their perceptions, and gain their buy-in as partners crossing organizational boundaries.
4. What has the BRM capability done for your organization in terms of business value?
Wetherill: Almost two years into our BRM implementation, we continue to mature in our role, evolving from a more tactical role during the credibility-building stages to an ever-increasing strategic level. In our current state of maturity, I feel the greatest value we've achieved is in bringing together our I&O planners with business partner planners in regularly scheduled joint planning sessions. This gives us insight into the drivers and strategies of both sides of the equation (demand and supply), provides us an enterprise perspective, and allows us to adjust our respective roadmaps to facilitate and optimize our ability to deliver innovative business solutions in a timely and quality manner. We now enjoy a more collaborative relationship, moving us closer to our aspirational goal of becoming a strategic partner with our business partners.
5. What do you value most about your BRMI membership?
Wetherill: The BRMI membership provides a wealth of tools, information, webinar training, and reference materials that we draw upon for our continued maturity, but what is most valuable to me is access to the collegial BRM community. Through my BRMI membership, I have met professionals from around the world who share my passion for the role and who share common challenges in their organizations. Members frequently reach out through the BRMI Online Campus to tap into others' knowledge, real-world experience, and best practices. This allows us all to accelerate our growth and development of our capabilities, while contributing to the advancement of the BRM discipline as a business-critical role.
6. When you're not working, what do you like to do?
Wetherill: Outside of work, I like to recharge my batteries by trail running, bicycling, or motorcycle touring. For intellectual stimulation, I take in some of my favorite Cleveland cultural activities, such as the Cleveland Museum of Art, Cleveland Symphony Orchestra, and the Rock and Roll Hall of Fame. |
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Events
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BRMI Webinars & Events
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Date
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Topic
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Presenter
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Friday, February 6, 2015
11:00 a.m. EST
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Vaughan Merlyn, The Merlyn Group
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May 26-28, 2015
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Date
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February 9-11, 2015
Calgary, AB
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Business Relationship Management Professional (BRMP®) Course
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March 2-6, 2015
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Online Business Relationship Management Professional (BRMP®) Course
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March 9, 16, 23, 2015
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Online Business Relationship Management Professional (BRMP®) Course
| The Merlyn Group
| March 30, April 6, April 13, 2015
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Online Business Relationship Management Professional (BRMP®) Course
| The Merlyn Group
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May 24-26, 2015
Portland, OR
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Service Management Art BRMP Class and Exam
At BRMConnect 2015
| Service Management Art
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May 29, 2015
Portland, OR
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The Merlyn Group Class
At BRMConnect 2015
| The Merlyn Group
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*Please note that these events or course listings are hosted by the sponsor, and not BRMI.
Member Privilege
BRMI members can view any archived webinar at any time! Not a member? Join now!
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Meet the New Italian BRMP ATO!
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Adfor, since its foundation as Education Company (1986) and its evolution in a consulting and education company (1990) has actually supported its customers in transforming technology in services.
The Adfor mission is to help our clients plan and implement the innovation and change, to manage organization, technology, and project complexity in order to guarantee efficiency and effectiveness needed to support and develop the customers' business.
A very large training catalog (over 300 original training courses, plus courses licensed by prestigious third parties (IBM, LearnQuest, etc) support this mission.
Adfor is APMG ATO (PRINCE2, COBIT, BRM, ITIL, AgilePM) since 2011, and EXIN ATP since 2007 (ITIL, ISO2000,PRINCE2) and PMI GREP since 2009.
Adfor is also ISO9000 certified since 2000.
In addition, please refer to our existing accreditations:
PRINCE2® FOUNDATION e PRACTITIONER
PMP® e CAPM® (from PMI®)
COBIT® 5 FOUNDATION, COBIT® 5 ASSESSOR, COBIT® 5 IMPLEMENTATION
ITIL® FOUNDATION
ITIL® INTERMEDIATE LIFECYCLE
ITIL® MALC (ITIL EXPERT)
AGILE PM (APMG DSDM)
BUSINESS RELATIONSHIP MANAGEMENT (BRMI)
DATA PROTECTION OFFICER & PRIVACY CONSULTANT
Official trainer for IBM (Country LearnQuest partner)
ISO/IEC 27001
ISO/IEC 2700
ISO/IEC 20000
Lead Auditor (ISO/IEC 20000, ISO/IEC 22301, ISO/IEC 5001, ISO/IEC 9001, ISO/IEC 27001)
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Ask an Expert Extracted from the BRMI Member's Online Campus
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Question:
I'm working in an organization in where the PMO is adopting PRINCE2 in their project management. There is always confusion when defining the role of the BRM in projects. Could you share your experience to help resolve this conflict?
Our Community Expert Says:
I think it depends on the size and maturity of the organization. I worked as a BRM for four years where I was also accountable for delivery of projects. As head of business change, I was part BRM part program manager, the PMs and BAs reported to me.
I now work in a larger organization where I have much less involvement with 'in-year' projects, I have a program manager and enterprise architect aligned to me, I have a business analysis manager who owns the 'in-year' responsibility of delivering requirements and working with the customer. The BRM role focuses on looking ahead and on demand. I do get involved in initiation of projects as a stakeholder. I also get involved when issues escalate, as ultimately if the customer is going to be unhappy I need to know about it and support the program managers. Hope this helps.
Our Expert, Aaron Barnes, Says:
If your BRM role is focused on shaping demand for highest value-adding projects, the involvement in projects should look like the following:
Ideation (pre-project) - BRM is fully accountable for this phase, working with the business to define and refine the scope, prioritization, and the value of an idea. The BRM will define how the idea fits into the short or long-term three-year business capabilities roadmap.
Project - Once an idea becomes an approved project and a PM begins moving the project forward, the BRM shifts to being a key stakeholder and is involved in all steering committee meetings. The BRM is involved in any meeting where project scope is being discussed, or issues are being escalated. The BRM will focus on overall delivery assisting the PM as needed, clearing roadblocks to keep the project moving forward and delivering value.
Value Optimization (post-project) - This consists of working with the business and VMO (Value Management Office) to ensure projects deliver the value defined up front. You'll also want to track and report against defined value KPIs and the adjusting/optimizing the business to get back on value or greater value where needed/possible.
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February Webinar
Business Innovation and the BRM: Processes, Techniques and Tools
Vaughan Merlyn, The Merlyn Group
Friday, February 6, 2015 11:00 a.m. EST
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To survive today, organizations must be adept at making effective use of IT to support business operations and administration. Only a few, however, reach beyond 'table stakes' to truly innovate business products, services, processes, and business models, even though today's technology landscape offers a host of innovation enablers, such as:
- Cloud-based services and solutions with very low barriers to entry
- Low cost sensors, tags, cameras, etc., with RFID, GPS, bio- and telemetrics, etc.
- "Big data" analytics for making sense of the environment
- Social tools for collaboration and engagement with customers, workers, investors, etc.
- Mobile everything - the 'Internet of Things'
- Electronic wallets and payment systems
- 3-D printing
- Gaming, Massively Multiplayer Online Gaming (MMOG)
- eLearning, Massive Open Online Courses (MOOC)
The BRM should aim to be a business innovation catalyst. To do this, they need processes, techniques and tools to surface, evaluate, select and exploit business innovation opportunities.
Please join us for this 60-minute webinar with Vaughan Merlyn, BRMI co-founder, and principal at The Merlyn Group, who will discuss the BRM's role in business innovation, and review selected processes, tools and techniques for business innovation.
>> Register now
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