Five participants, all with different roles but working with business relations in some way, entered the room for the first scheduled, open BRMP training in Sweden – anticipation high…no pressure on the trainer…breathe…breathe…

 

We started with playing around a little with worst practice, the ABC of ICT deck was on the table and a question asked:

Which three cards do you think have the biggest negative impact on the relationship between business and IT?

Cards chosen:

The four of Clover
IT is not considered a business partner. IT sits in the basement and is considered an Ad-hoc provider.

 

 

The eight of Clover
IT delivers solution with no or unclear value for our Business partner

 

 

The two of Diamonds
Metrics and KPI’s doesn’t measure value and may drive undesired behavior. (Chosen two times)

 

 

The five of Diamonds
No management commitment for BRM – on either side! (chosen two times)

 

 

The King of Diamonds
Our it strategy lives its own life and doesn’t support the Business strategy

 

 

The two of Clover
Language – IT is using IT centric language and we don’t understand each other. (chosen two times)

 

 

The eight of Spades
No improvement is shown from IT

 

 

The Ass of Spades
Blame! It’s ITs fault…no it’s the business fault…always someone else to blame. Ownership?

 

 

The two of Spades
Them and Us, no cooperation, no respect. Danger of BRM turning with the wind.

 

 

The four of Spades
IT to internally focused (chosen two times)

 

 

 

– So this is non-acceptable worst practices you might have in your organization? Let’s see if our upcoming three days can give you some tools and technics to address some of these worst practices!

After three great days of discussions, exercises and theory we closed the training with some homework on the worst practices;

“– After this course I will send you the worst practices you selected the first day and your task is to walk through them and consider what tools, knowledge or technics you now have to address some (or all?) of the worst practices you selected.”

Before we sat down for the examination procedure (the exam) some key learning points was captured:

  • The importance of relationship to be able to create a Strategic partnership
  • Value management – working with value in focus, instead of ‘failure’ (talk about incidents as Value leakage instead of just downtime…
  • The importance of communication
  • Not turning with the wind depending on what ‘side’ I’m talking to
  • The difference between tactical and strategic BRM and the challenge as BRM to sometimes work with both levels
  • All of it, the whole!
  • Importance of visualizing customer value
  • The whole – the complexity of the BRM role (navigator, connector and orchestrator)

Quotes from participants:

“BRM puts the finger on the soft values we in IT so long have ignored!”

“The training puts the BRM role in a context and highlights the complexity and many sides of BRM. The course gave a lot of great examples of concrete and usable technics and structures for the BRM discipline”

“Solid delivery by Leif! You know he’s an experienced teacher and knows the subject. He maintains an open and non-prestige discussions.”

Keep your eyes open for the next BRMP training! Schedule will come up on www.illumineight.se soon!

Notes:

The ABC of ICT deck of cards is a tool from Gamingworks BV, BRMP is a trademark for BRM institute. APMG is our accrediting organization for BRMP training and examination, illumineight is an accredited organization for BRMP.

 

 

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Leif Andersson

Efter snart 30 års erfarenhet inom ledning, styrning och förbättring inom IT, med delaktighet i både framgångsrika och misslyckade förbättringsinitiativ och projekt, infinner sig både ödmjukhet och självförtroende. Insikter stärker och utvecklar, kunskap skapar ödmjukhet, lärande ger självförtroende och det kontinuerliga lärandet tar åtminstone för mig aldrig slut. Ser mig idag hellre som facilitator av lärande än utbildare, mer som coach än mentor och mer som möjliggörare än värdeskapare. Fokus har under åren skiftat från IT-teknik på tidigt 90-tal, till processer, till människor, till ledarskap/organisation och har idag landat i ett starkt fokus på organisatoriskt beteende (OBM) som knyter ihop det hela till en helhet. (Lite förkortningar som jag kan förknippas med; OBM, USM, ITIL, Lean IT, BRM, NLP) In English With almost 30 years of experience in management, governance and improvement in IT, and being part of both successful and failed improvement initatives, one gets both humble and confident. Insights strengthens and evolves, knowledge creates humility and the continuous learning will, at least not for me, stop being continuous. Today I rather look at myself as a ‘facilitator of learning’ than a techer, a coach rather than a mentor and an enabler of value rather that a value creator. Focus has shifted over the years, starting in the early 90’s with IT technology, to processes, to people, to leadership and organisations and today ending up in organisational behavior – which ties it all together and makes a whole. (Some abbreviations I can relate to; OBM, USM, ITIL, Lean IT, BRM, NLP) Linkedin profil