BRMs Are the Answer, Programs Need Not Apply
When programs fail to overcome cultural barriers, that’s when an organization needs to turn to people. Those people are BRMs.
At a recent CIO conference, I had the opportunity to attend a session on lean principles in Information Technology, wherein the focus of the discussion was the need to carry business outcomes into IT projects. The speakers presented a framework that was structured to present IT with business problems, followed by measuring IT on the accomplishment of a solution to those problems—a noble undertaking, in my opinion.
During the discussion, one of the speakers said the framework was progressing with optimism. Then, while drawing a thin line connecting two rectangles labeled “IT” and “business,” he explained that their latest challenge was to identify a solution for connecting the business to IT.
From my seat in the audience, I did not see a thin line. I saw three letters: B-R-M.
Frameworks and approaches aside, the problem that was highlighted is the entire reason why the discipline of Business Relationship Management exists: we are often the thin line that connects major parts of the organization—parts that don’t always work together that well.
The thing is, the causes of organizational dysfunction are rarely solved with a new program or framework, because organizations are hotbeds of history and culture that can stifle cooperation.
“The causes of organizational dysfunction are rarely solved with a new program or framework, because organizations are hotbeds of history and culture that can stifle cooperation.”
In these situations, we must remember what a wise CIO once told me: “People and culture eat structure for breakfast.” Sometimes, programs simply fail to overcome these barriers, and that’s when an organization needs to turn to people. Those people are BRMs.
As BRMs, we need to be ready for the call. The session I attended was an excellent reminder for all BRMs to stay sharp, because the organization needs you, even when it doesn’t recognize it. To that end, here are a few suggestions for BRMs as they work in their organizations:
Be a student of the organization's culture.
This goes further than understanding or connecting with people. BRMs should look at the org chart constantly, studying the people who are in key positions in the business and IT. Look at their backgrounds on LinkedIn. See what colleges they went to and the degrees they earned. All of this information will give you a sense of their culture—for example, if the past four Vice Presidents of Sales have engineering backgrounds, wouldn’t you expect the sales group to have a technical influence?
Look at the history of past CEOs.
Study these people as well—the length of their tenure, their degrees, jobs prior to being CEO…this way, you will get a strong glimpse of the culture from the top-down.
Make sure that business value passes from concept to execution.
This isn’t always easy, as BRMs can find themselves slotted into swim lanes, but we shouldn’t ever hesitate to get out of our comfort zones. For example, I spoke with one of the framework architects after the session, and he described the need for sprints to include meetings that tested the business value of requirements and software developed along the way.
Why would this not be the BRM? And yet, how many BRMs attend a standup sprint meeting for an agile project that addresses a critical initiative, even occasionally?
This is just an example, as the tactics can vary, but the goals are the same. The problem: the failure to emphasize business value in downline project activities. The obstacle to solving the problem: culture.
And finally, the solution: in a small number of cases, it can be a new framework—but most often it will actually be you, the BRM.
Stand tall and be ready. Your organization needs you.
Gerry Robinson is an information technology professional with diverse experience in almost every facet of the technology business. He currently is an Independent Consultant working with executives, BRMs, and IT leaders to improve IT performance and efficiency. He has led teams in application development, cloud, and infrastructure projects. He is on the Executive Council at BRM Institute, and he is a previously published author of three books on technology, IT leadership, and business and IT convergence. Gerry holds a Project Management Professional (PMP) with the Project Management Institute (PMI).
Remember the say ‘Focus on cost lowers quality, focus on quality lowers costs’?
Reading your publication brings me to: Value BRM by ‘Focus on programs lowers quality, focus from BRM lowers costs’.