Description
BRM establishes the essential links at the strategic and tactical levels, between the company and its multiple service providers. It guarantees that the service provision will be able to satisfy business requirements. This seminar describes the role and position of the BRM within the IT department. It provides the concepts and techniques necessary to perform the function.
Who is this training for ?
For whom ?
Information systems managers, MOA and MOE wishing to strengthen their mastery of the Business Relationship Manager function or evolve towards it.
Prerequisites
Basic knowledge of marketing and the components of an information system.
Training objectives
Training program
- Prospects for the evolution of companies and their IS
- The new deal: new IS architectures, Service-Oriented Architecture, Resource Oriented Architecture.
- Cloud offers (IaaS, PaaS, SaaS) Public Cloud, Internal Cloud, Hybrid Cloud (use, trend, security, management).
- A 4th industrial revolution, digital business, industry 4.
- robotics, cobotics.
- Enterprise architecture: a symbiotic structure of the cybersphere and the enterprise.
- Service as an atom of enterprise architecture: value-centered definition.
- The impact on the organization of the IT department: the end of the Study-Operation bi-pole, the emergence of new functions.
- Emergence and key role of the Business Relationship Manager
- Definition of the role of the Business Relationship Manager.
- The growing importance of the function: the breakdown of the company's value chain and its consequences.
- Strategic, tactical and operational management: definitions, positioning of the Business Relationship Manager.
- Skills required at the intersection of technologies and professions: strategy, marketing, techniques, etc.
- Master business relationships at strategic, tactical and operational levels.
- Know how to assess the maturity of suppliers' offerings with regard to business requirements and ensure adequacy.
- The organization of the function and the distribution of responsibilities within the IT department, definition of the RACI matrix.
- Standards and best practice benchmarks: ISO 20000, ITIL®, CMMI for services.
- The BRM, strategic and tactical partner of the company
- Understand how business demands are formed.
- Master the processes relating to the management of strategic relationships.
- Understand the strategy, model the ecosystem of company: Porter's forces model, SWOT analysis.
- Integrate risk management: types of risk, treatment and formalization of different risks.
- Understanding asset management strategies, innovation trajectories.
- Understanding the architecture of the company: the places of creation or destruction of value.
- Strategic alignment: the definition of choices tactics, critical success factors and KPIs.
- Outsourcing strategies and tactics: subcontracting, cooperation, coopetition? global view of the e-SCM framework (CL & SP).
- Service portfolio management and value creation
- Definition of the service portfolio and the service catalog: definitions, scope, interactions.
- The economic study of services: the business case of the service, its constitution, its life cycle .
- The management of the service portfolio guaranteeing value creation.
- The creation of services, the establishment of priorities, the strategic balance of the portfolio.
- The transition of services within business processes.
- Service management: creation or destruction of value and withdrawal of services.
- Dashboards and management of the value.
- Le Business Relationship Management et le Customer Relationship Management
- Business Relationship Management and relationship marketing: establishing lasting relationships of trust.
- Customer Relationship Management: a sharing tool between all the players involved in the services.
- Anticipating business needs: capturing business requirements.
- Measuring and monitoring customer satisfaction and Service Level Agreements (SLA).
- Managing customer complaints Communication: information and organization of reporting.
