BRM and BA Collaboration to Maximize the Value of IT Investments

Posted | Category: BRM Community | Contributed

MW_Headshot_062415by Melissa Whitsett

Business Relationship Management and Business Analysis both focus on the technology needs required to support the business. While the BA may concentrate on a process or system-specific objectives, the BRM looks across the IT service offerings, seeking to bring the strongest technology capabilities to ensure IT/business convergence.

The BA pays attention to the capabilities of a service offering within the scope of a specific system or project. In order to achieve service and project success, BAs may engage in business process review and documentation, requirements elicitation and documentation, and user case or user story creation. Their work is limited to a portion of a service or a project team to deliver the desired outcomes.

On the other hand, the BRM should position themselves for early engagement in the process to shape demand for the IT pipeline. They utilize their broad understanding of the organization to implement the right activities in support of strategic goals. Since BRMs are specifically interested in the health of the IT-Business relationship, they may use customer satisfaction surveys, interviews, and service reviews (SLA performance, customer feedback, etc.) to identify value-add opportunities.

Business value realization is an area in which where the BRM and the BA can partner together to ensure that IT efforts result in convergence between service offerings and strategic objectives, in order to meet the intended outcome of investments. By working together, the BA and the BRM have the opportunity to bring together business goals, requirements, system features, and processes to achieve maximum value. However, the project management process must also include activities within the delivery lifecycle, in order for the BA and BRM to effectively complete activities required to assure expected return on investments. The following activities may be incorporated into the delivery process to support the delivery of value:

  • Convergence of business case and business requirements – the BA and BRM should work together to confirm proper convergence before design and development begins.
  • Business processes may require adjustment to achieve maximum value of system change – this should be clearly identified within the project and negotiated with the business. The BA may utilize the BRM’s position within the business to influence these changes. Any required process changes should be documented within the early phases of requirements and design.
  • Business adoption is necessary for technology changes to return the intended results – business leadership is normally involved in the investment approval, but may not be involved in the requirements and design of a system implementation or change. Similarly to process change, this may require the BRM’s involvement to get the appropriate level of buy-in to achieve maximum benefits of the investment.

Regardless of the specific activities provided within the project management process of an organization, it is in the best interest of the entire organization to keep an eye on the goal—VALUE. It’s not so much about the level of investment but rather the value of the IT offering. All roles accountable and responsible for IT delivery should take the initiative to develop activities within their domains to support the value of any investment. Value should be the priority, as it is the most important measurement for success.

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