The BRM Career Path for the BA November 2, 2016

Transcription

1 The BRM Career Path for the BA November 2, 2016 Gerry Robinson Managing Director Cognitive Insights 1 10/20/ Business Relationship Management Institute, Inc. All Rights Reserved

2 BIOGRAPHY 2015 Business Relationship Management Institute, Inc. All Rights Reserved About Gerry Robinson Gerry Robinson is an information technology professional with diverse experience in almost every facet of IT. He is currently a leader at Cognitive Insights, a quickly-growing professional services firm focused on IT Strategy, BRM, and IT Corporate Communications. He has led teams in application development, cloud, and infrastructure projects. He is on the Executive Council at BRM Institute. He is Corporate Faculty at Harrisburg University. He is a previously published author of three books on technology, IT leadership, and business and IT convergence. Creator of the mobile app The BRM Playbook. He holds a Project Management Professional (PMP) from the Project Management Institute (PMI) /20/2016

3 BIOGRAPHY 2015 Business Relationship Management Institute, Inc. All Rights Reserved About Starla Borges Starla Borges is a business leader with over twenty-five years of experience, including over fifteen years of accountability for account management and business relationship management functions for both private and Fortune 1000 firms. Knowledge Management/Professional Development for Business Relationship Management Institute (BRMI) Experienced senior business analyst and enterprise analyst Experienced/Certified business relationship manager (CBRM) Master of Science Strategic Leadership (MSSL), Black Hills State University Author of Organizational Athleticism, due out 12/ /20/2016

4 The problem According to Forrester, IT and business strategy alignment remains a concern of many IT and business executives, yet few organizations have put in place any formal processes or activities to improve it, and even fewer attempt to measure it. 4 10/20/2016

5 Barriers to a good relationship between IT and Business IT people hardwiring Business people expecting technology to save their bacon The utility company syndrome Vendors pushing tech for tech sake! Business people engaging IT too late Have a C I (k)no(w) See I Know, Not a CIO By product is IT is seen this way 5 10/20/2016

6 The Partnership Curve 6 10/20/2016

7 BRM Maturity Curve 7 10/20/2016

8 Business Analysts Play an Important Function BA s are often the bridge between the business with IT Know detailed business processes given feature and flow understanding Help keep scope contained Important in demand management 8 10/20/2016

9 The Conventional Road of the BA (source IIBA) 9 10/20/2016

10 ITIL BRM 10 10/20/2016

11 Key Functions of Strategic BRM Understand business goals and objectives Participate proactively in strategic planning Meet regularly with external customers Understand the competitive landscape Take an outside in research approach with customers Manage the project intake and governance processes Develop investment roadmap Construct Business Cases 11 10/20/ LiquidHub 2015 Business Relationship Management Institute, Inc. All Rights Reserved

12 Differences between BA and BRM Successful business analysis looks to abstract and works to make it concrete. Business teams have an idea in their head of what they want. Analysts break those down into recipes-of-sorts highly detailed and specific, testable requirements and user stories. A BA is schooled up to be Yoda-like in nature. The system has. The system has not. Business relationship management has far greater ambiguity it requires an embracing of gray. The measure for success can change in-flight, because that is the nature of the business world. The mindset, what got you here, won t get you there can be applied to the transition between senior level business analysis and business relationship management. The beauty is that they have an absolute understanding and appreciation of what technical or project teams will need to make ideas come to life. It will help them to be a strong ambassador for both the business and those teams. Maintaining focus on value post-delivery. Success that is measured not just by go-live, but by successful user adoption and process/culture change that results in value recognition as well as maintained attention to the health of the system/process/program over time to ensure that value maximization exists /20/2016

13 The Strategic BRM s Strengths Strengths of a Strategic BRM BATIMES 7 Skills for BA Communication Technical Analytical Problem Solving Decision- Making Managerial Negotiation and Persuasion 13 10/20/2016

14 Why you might consider Good Communicator Helicopter Thinker Establish Good Relationships Innovator Influence both the Cost to Build and the Business Value Achieved successfully Think beyond the feature to the future 14 10/20/ LiquidHub 2015 Business Relationship Management Institute, Inc. All Rights Reserved

15 Developing towards this career step Immerse in the business Walk in their shoes Read the business newsletters Study legislative and regulatory pressures Read annual report Refine scope management skills Become Demand Management Experts Specialize for an industry Specialize within the industry 15 10/20/2016

16 Embrace Promoting I/T s value Don t be embarrassed to show your value Find team recognition opportunities, don t take all the credit Marketing isn t just for the marketing department Transparency Do business things for the business 16 10/20/2016

17 Suggestions for the Aspiring BRM Pre Formal Model Get a clear understanding of the org model Look within the model for those areas that might contain shadow BRM Align with respected team members with a long tenure Slowly introduce the BRM lingo Use successes as foundation setting events Understand where the digital strategy is being driven from and align there 17 10/20/2016

18 Suggestions for the Formal BRM Within Formal Model Constantly reinforce value Avoid methodology zealotry Look for alignment with other complimentary units Look especially for Strategic Planning Function Build out formal rigor using business terminology Create formal industry education program, make so managed services partners with dynamic capacity contracts can leverage Engage your champion and learn his/her goals 18 10/20/2016

19 Bring up the Value of yourself and your org Studies show that the higher a consultant s rate, the greater their compensation Career paths multiply by being in the strategic discussion The predominant strategic discussion is digital All trends point towards greater career stability when specializing in the business Executive Network Explodes! 19 10/20/2016

20 Compensation 20 10/20/2016

21 Lot s of opportunities 21 10/20/ LiquidHub 2015 Business Relationship Management Institute, Inc. All Rights Reserved

22 Organizations that help you advance your career 22 10/20/2016

23 Questions 23 10/20/ Business Relationship Management Institute, Inc. All Rights Reserved 2015 LiquidHub Confidential