Relationship Manager – ICTC - Focus on Information Technology (FIT)
This positon will establish relationships with business, technology and risk partners while ensuring that information security risks are. If you have great leadership abilities and the desire to maximize a business' potential, why not become a Relationship Manager? Relationship Managers are . Business relationship management (BRM) is a formal approach to understanding , defining, and (e.g. Human Resources, Information technology, a finance department, or an external provider) and their business partners. . (BRMP) designation, as well as a Certified Business Relationship Manager (CBRM) designation.
The Business Relationship Manager BRM is responsible for understanding the business, assisting in the prioritization of projects, ensuring that projects align with the technology that provides maximum return on investment, and directing IT strategy in support of the overall business strategy. The manager is a liaison between IT and the business units, and a trusted advisor to the business units.
Primary Duties or Responsibilities Business Relationship Management Develop and manage the relationship between IMTD and internal and external partners business units, service providers. For each IDRC business unit, develop technology strategies that align within the overall business strategy; Identify and leverage IMTD synergy potentials across IDRC business units; Drive Service Level Agreement SLA negotiations to enhance value to the client business unit; Ensure the business units understand the technology solution, overall solution delivery, and compliance to governance processes, architecture standards, etc.
Prepare cost-benefit analyses for projects and assist business stakeholders in prioritizing projects submitted to the application governance councils.
Work with stakeholders and project teams to prioritize requirements within projects on applications ; Develop recommendation for joint or coordinated application project delivery across business units in collaboration with other business units; Research, review, analyze the effectiveness and efficiency of existing requirements-gathering processes, and develop strategies for enhancing or further leveraging these processes; and Participate in the IT annual budgeting and planning process for the assigned business units, and tracks IT spend.
Management and Strategic Planning Manage the unit of experts in their respective fields of expertise at the junior, intermediate and senior levels ; ensure that services are provided to the Ottawa and Regional Office users; Establish unit objectives and priorities, develop, implement and monitor work plans and coordinate all human resources management activities including staffing, classification, orientation, staff development and formal training; review and approve technical strategies and requirements submitted by staff; conduct appraisals and performance reviews of staff.
Hire, evaluate new staff through the probationary period, recommend termination and discipline staff.
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As required, manage project teams and working groups; identify requirements, chair meetings, set objectives and goals and timetables; monitor and evaluate the quality, accuracy and outcome of work; Monitor expenditures and resources utilization, analyse resources issues and problems and develop alternative resourcing approaches and prepare ad-hoc reports.
Contribute to the content and details of agreements, and how the resulting resources are to be allocated in order to deliver more effective services to the respective clients.
Stay abreast of new technologies and their ability to provide a competitive edge to assigned systems.
- Business relationship management
The approach to the BRM modeling process is to identify and describe various aspects of business relationships in terms of: A practice derived from applying BRM principles, analyzing outcomes, and refining over multiple iterations A platform derived from successful practice that further support and optimize BRM as a discipline The BRM model will identify and categorize business relationships according to type.
Each type has a discrete and clear purpose, characterized by a unique combination of roles, functions, and activities, and instances of each type can be identified, quantified, and analyzed.
Some examples of these relationship types are business-to-business, business-to-consumer, and business-to-employee. The BRM model identifies two roles, provider and consumer ; a given business by necessity participates in both roles.
Manager, Information Technology (IT) Business Relationship
BRM lifecycles[ edit ] The concept of the business relationship lifecycle   builds on charting the complex changing values of business relationships over time in contrast to simple transactional value. Examples of BRM lifecycles include: A large-scale grow and sustain cycle, characterized by one-to-many and many-to-one relationships.
Activities in this cycle are more or less continuous and overlapping, such as marketingcustomer product support or maintenance, or online community. These have indeterminate outcomes.
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A small-scale micro engagement cycle, characterized by one-to-one, discrete or transactional relationships. These have discrete cycles and negotiated outcomes. BRM principles[ edit ] Measurement and analysis The goals of BRM require that its concepts and principles be identifiable and measurable.
Given the model, a person should be able to identify the business relationships that they are engaged in, and measure them in terms like quantity or duration. The same holds for any aspect of BRM, such as type, role, or principle.
Purpose Every business relationship has a purpose that requires the participation of multiple roles to accomplish. The purpose of a given business relationship is discrete and quantifiable.
Reputation and trust The BRM model should attempt to model and quantify reputation and trust. Every relationship, and every interaction within it, contributes to reputation. Reputation mitigates risk and reduces friction within business processes.