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8/20/2019 IT as a Strategic Business Partner: Implementing Business Relationship Management (288377050)
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IT as a Strategic Business Partner: ImplementingBusiness Relationship Management
Chris Lucas • Amanda Petersen
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Meet the presenters…
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Chris Lucas M.Ed., BRMP
• Director in InformationTechnology Services (ITS)
• Business RelationshipManagement
• Training Services
• Marketing and
Communications• 13 years in Higher Ed
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Amanda Petersen
• BRM for Administration &Finance in WVU ITServices
• 16 years industryexperience
• 14 years in ITConsulting
• 2 years in Higher Ed. atWVU
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AGENDA
• Introductions
• Overview of Business RelationshipManagement
• WVU and Penn State BRMimplementations
• Lessons learned
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If so, how long has BRM been in place?• Just learning about it• 1-3 years• 3-5 years• 5-7 years• 7+ years
Your BRM Role Experience
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Does your organization have a BRM roleor function?• Yes• No• Not Sure
Your BRM Role Experience
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If not, do you have plans to implement BRM?• No plans• Considering• Definitely pursuing
Your BRM Role Experience
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What is BusinessRelationship
Management?
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BRM Definition
Business Relationship Managementstimulates, surfaces, and shapes businessdemand for a Provider's products and
services and ensures that the potentialbusiness value from those products andservices is captured, optimized, andrecognized. – Business Relationship
Management Institute
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Typical BRM Role
Business ServiceProvider
BRM
The role can vary widely from organization to organization.
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Typical BRM Competencies
© 2015 Business Relationship Management Institute,
Inc. Unless otherwise noted, use is restricted to BRMI
members for non-commercial purposes.
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BRM Maturity Model
© 2015 Business Relationship Management Institute, Inc. Unless otherwise
noted, use is restricted to BRMI members for non-commercial purposes.
© 2015 Business Relationship Management Institute, Inc. Unless otherwise noted, use is restricted to BRMI members for non-commercial purposes.
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BRM is not…
Service Owner Business Analyst Project Manager
• Gap analysis
• Requirements
gathering
• Functional design
• Test case
preparation
• Developer liaison
• Project activity
planning
• Resource planning
• Budget
management
• Risk analysis
• Monitoring and
reporting progress
• Managing one or
more services
throughout theirentire lifecycle
• Accountable for
delivery of a
specific service
• Represent theservice across the
organization
• Negotiate SLAs and
OLAs
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BRM Implementations at
WVU and Penn State
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About West Virginia University
• West Virginia’s flagship land-grant researchinstitution
3 regional campuses in addition to maincampus
~32K students (29K+ main campus)
~8K faculty and staff
$127 million annually in sponsored contractsand research grants
• Central ITS organization for main campus
College & department IT groups (15+)
Regional campus IT groups (3)
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Drivers for BRM
• 2014 ITS merger – 5 former groups
• CIO and Senior Leadership instituted
BRM unit
• Goals:
• Big picture thinking – proactive vs reactive• Normalize interactions with constituencies
• Transform “customer interactions” into business
partnerships
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Current State
Student Services& Success
Administration& FinanceResearch
Process Improvement&
Reporting
BRMs assigned to
3 Functional/Business Areas and
2 Strategic Competencies
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Key Successes
Initiative Description Success
CRM Tool • Admissions Office
pursuing purchase of
a CRM tool
• BRM brought other
interested parties to
the table
Connecting Stakeholders
Enterprise Health & Safety
Management project
• High-dollar software
purchased without IT
involvement
• Multiple stakeholder
groups
Institutional Perspective
Procurement
Transformation
• Overhaul and
modernization of
Procurement office
services and
technology
Strategic Partnership
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Future State
• Improve communication and collaborationwith Business Analysts and PMO
• Develop approach(es) for regular partner
engagement• Advance business & technology road-
mapping efforts
• Continuous examination of demand andservices – Are we meeting the needs of
the institution?
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About Penn State
• Pennsylvania's only land-grant university, PennState has a broad mission of teaching,research, and public service.
• Twenty-four campuses
• 17,000 faculty and staff
• 100,000 students
• Distributed IT Organization
• Information Technology Services (ITS)• Commonwealth Campuses, Colleges, and
Administrative units
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Drivers for BRM
• Creation of ITS Services and Solutions(SaS)
• Strengthen relationships
• Increased understanding of business goals• Increased input from the business into IT
decisions
• Surface and shape demand for ITSservices
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Current State
IT Transformation (ITX) Program
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Key Successes
• Socializing the BRM role• Establishing workflow processes with
Service Delivery, Project ManagementOffice, Business Analysts, and Architects
• Establishing initial relationships
• Focusing on business value gains
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Future State
• Continue to support Penn State’s adoptionof ITSM
• Help establish portfolio managementprocesses and BRM engagement points
• Further define how BRM engagesstakeholders within ITS
• Continue to develop new relationships with
the business
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Lessons Learned
• Organizational clarity of the role
• Collaboration within BRM team
• Managing expectations in alignment with IT
organization capabilities• Support from leadership and all levels of
the IT organization
• Relationships aren’t built overnight • Maturity of relationships will not all be the
same
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What key takeaway(s) from this presentationMight be valuable to bring to your institution?
Enter feedback in the chat log!
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