Since BRMs spend so much time centered on value for investment as it relates to business cases, we avoid

sending out boilerplate documentation for case completion. Business cases vary based on the needs of
individuals, disciplines, and capabilities.
However, we would love to get you started, sowhat opportunities does your BRM team have today that
might be addressed by training? If you can generate a list of opportunities, then the list of benefits below has
the potential to address each one.
The bullet points below can then be inserted into a more compelling business case, as they will demonstrate
a direct connection between investment and value.

BRMConnect Learning Objectives

LEARN HOW TO:
Converge with business and share accountability for
business strategy and business results.
Drive a culture that eliminates silos within
organizations and instead fosters collaboration and
shared ownership.
Communicate business value results.
Drive business strategy and results by leveraging
creativity and innovation, going digital, and creating a
customer experience-driven culture with the help of a
cross-organizational BRM capability.
Combine BRM and Agile to result in greatness.
Complement architects with the BRM disciplines/roles
and understand why both are necessary for success.
Brand yourself. Do you label yourself as a true partner
with shared ownership or as a cost-based service
provider?
Merge BRM and BA disciplines/roles together as a
great team within organizations.
Begin, maintain, and advance solid relationships with
your business partners as a BRM.
Ensure that business strategy exists and keep up with
the ever-changing business environment.
Develop a business capability roadmap that enables
business strategy.
Communicate successfully with business partners and
colleagues.
Build and drive a single cross-organizational end
customer experience strategy, led by a BRM capability.
Excel at shaping business demand.
Interpret peoples different behaviors to hone your
understanding of business partners and colleagues.
Build and drive a single cross-organizational digital
strategy, led by a BRM capability.
Work with the end customer and drive the greatest
experience and value for them.
Determine what the C-suites needs are and how to
help them be as successful as possible.
Use concepts, key words, and phrases that make BRM
different.
Leverage the ability to influence and drive ownership
and success across the organization without direct
reports.
Utilize a journey map to drive success.
See why the outside-in perspective matters and how to
do it successfully.
Work with outsourced IT services.
Integrate BRM and PM disciplines/roles to work
together.
Build and drive a single cross-organizational supply
chain strategy, led by a BRM capability.
Differentiate between tactical and strategic BRMs
and explore what has and hasnt worked within
organizations.
Utilize value plans, the new BRM tool introduced by
BRM Institute, to drive everything you do, along with
organizational success.
Communicate the what, why, when, and with whom to
ensure great BRM communication across the
organization.
 UNDERSTAND
All of the different types of assessments available
to further your personal and professional
development.
The seven metrics that every BRM should have to
keep tabs on the behaviors that drive success, as
well as how to apply them and review tools for
self-progress tracking.
Finance BRMs learn what their role is in
ensuring business value maximization.
HR & BRM Discuss HR business partners and the
role they play in organizational success.
Idea Documents and the platforms that house
them.
The ideation process flow and why ideation is
chaos, rather than a process, idea documents, or
value plans.
The executive BRM role in shaping the melding
of human experience and digital inside a
workplace with the adoption of AI.
The full end-to-end value management process
to gain the greatest indicator of BRM success: the
ability to articulate the business value coming
from your relationships.
APPLY
Value plans to drive strategy, business value
potential, business value realization, and
communicate results.
Relationship Strategies on a Page (RSOAPs) to
drive BRM and organizational success.

Are you ready to take the next step in your career? Take a moment to learn about the BRMP and CBRM
certification and qualification programs available to you as a BRM, both available at BRMConnect.

BRMP Learning Objectives

Holders of the BRM Institute Business Relationship Business Transition Management and the
Management Professional (BRMP) certification will conditions for successful change programs
be able to demonstrate their understanding of: to minimize value leakage

The characteristics of the BRM role.
What it means to perform as a strategic partner,
contributing to business strategy formulation
and shaping business demand for the business
functions services
The BRM role in Service Management and
alignment of services and service levels with
business needs
The principles of effective and persuasive
communication

The use of Portfolio Management disciplines and

techniques to maximize realized business value

4 Quick Steps to Get Your Development Dollars Approved

https://brm.institute/investment-4-quick-steps-getting-development-dollars-approved/

BRMP Certification Preferred Creating a New Business Standard

https://brm.institute/brmp-certification-preferred-creating-new-business-standard/

Moving Beyond the Toolbox: A Post-BRMP and CBRM Reflection

https://brm.institute/moving-beyond-toolbox-post-brmp-cbrm-reflection/
 CBRM Learning Objectives
The successful candidate will demonstrate a deep
understanding and ability to perform the
Strategic BRM role:
Successfully communicate the purpose and
objectives of the Strategic BRM role and how to
optimally position that role for maximum
effectiveness within the enterprise.
Understand how to use personal power and
influence to build business relationships and
foster a culture that excels at business value
results.
Apply the Strategic Relationship Management
processes and techniques to build and sustain
trust relationships spanning business partner
and business function networks.
Assess Business Demand Maturity and Business
Relationship Maturity and how these might
evolve over time.
Assess Provider Capability Maturity and BRM
competencies and identify key areas in need of
improvement.
Apply cross-organizational communication
techniques to clearly articulate real business
function/business value delivered to the
organization.
Influence executive leaders in their use of
business function capabilities and assets based
upon potential business value and convergence
with business strategy.
Group Discounts
The more the merrier! Please contact us for more information regarding group discounts for your BRM team.
Professional Member Discount
Professional members receive a $300 discount off their BRMConnect Conference. Log on to the Online Campus
for the coupon code. Not a BRM Institute Professional member? Becoming one TODAY will pay for your
membership, plus STILL save you $105 in addition.
Early Bird Special
Early bird pricing end July 12. Take advantage of this additional
$150 in savings by registering now!
Promote and catalyze business innovation in the
business functions sphere of influence.
Use the Business Value Management process,
techniques, and metrics to define, realize, and
optimize the value of business function
capabilities and assets.
Apply Business Partner Experience Management
to foster a positive business partner perception of
business function capabilities as an essential
element of building and sustaining trust
relationships.
Shape strategic agendas for optimum business
value, with due consideration of external
compliance requirements and potential risks to
the business.
Understand the implications of Lean/Agile
methods for the BRM role and capability.
Influence the development and deployment of
available business function capabilities based
upon business need and the potential to enable
or create business value. Apply Business
Capability Management to determine and
acquire enabling capabilities pursuant to
strategic outcomes.
Apply Business Capability Management to
determine and acquire enabling capabilities
pursuant to strategic outcomes.
Contribute to Business Transition Management in
order to foster organizational understanding,
support, adoption, and business value results of
investments in new business capabilities.