The CBRM® Practitioner Qualification is intended for the intermediate-to-advanced Business Relationship Manager, as it focuses on advancing to the role of Strategic Business Relationship Manager. As such, the primary focus is on strategic business relationship management, leveraged to optimize business value to the enterprise.
The purpose of the Practitioner qualification is to confirm whether the candidate has achieved sufficient understanding and competence to perform the role of Strategic Business Relationship Manager.
To pursue the CBRM® certification, a candidate must be a certified Business Relationship Management Professional (BRMP®).
The Certified Business Relationship Manager (CBRM®) Guide to the BRM Body of Knowledge is included with the course.
Prerequisites:
- To enroll in the CBRM course and sit on the corresponding certification exam, CBRM certification candidates must demonstrate (by submitting a copy of their official BRMP Certification) that they have earned BRMP certification
- Attending a training course is mandatory to qualify for the CBRM exam
- No prior / minimum professional experience is required
Who Should Attend
- Anyone looking to advance their role as a BRM
Performance Focus
What You Will Learn
The successful candidate will demonstrate deep understanding and ability to perform the Strategic BRM role. Specifically, the candidate will:
- Effectively 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 their 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 Provider networks
- Be able to assess Business Demand Maturity and Business Relationship Maturity and how these might evolve over time
- Be able to assess Provider Capability Maturity and BRM Competencies and identify key areas needing improvement
- Be able to apply cross-organization communication techniques to clearly articulate real Provider / business value delivered to the organization
- Be able to influence executive leaders in their use of Provider Capabilities and Assets based upon potential business value and convergence with business strategy
- Promote and catalyze business innovation in the Provider’s sphere of influence
- Be able to use the Business Value Management process, techniques and metrics to define, realize, and optimize the value of Provider capabilities and assets
- Apply Business Partner Experience Management so as to foster a positive Business Partner perception of Provider 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 Provider capabilities based upon business need and 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
Overview
Course Introduction
- Explain the House of BRM, recalling the BRM Core Disciplines, competencies required for the BRM role, and necessary conditions for protecting the integrity of the role
- Recall the key BRM concepts, processes, and techniques
- Understand the Business Relationship Maturity Model and the Five Relationship Maturity Levels
Understanding Business Relationship Maturity and Value
- The Strategic BRM Role and Capability
- BRM Impact on Business Value
- Introduction to the ACME Leisurewear Case Scenario that is used through the course
Assessing BRM Context
- Clarifying Issues
- Conducting a Business Demand Maturity Assessment
- Conducting a Business Relationship Maturity Assessment
- Conducting a Provider Capability Maturity Assessment
- Shaping the Business Partner’s experience with the Provider
- The BRM role in Service Management
Developing Strategic Relationships
- How to assess Strategic Relationships and plan for their improvement
- How to achieve business impact through influence and persuasion
- How to plan and execute BRM formal communications
- Organizational considerations for BRM deployment
- How to determine appropriate BRM performance measurement
Optimizing Business Value
- Formulating and Clarifying Business Strategy
- Catalyzing Business Innovation
- Business Capability Management
- Value Management Planning
- Portfolio Management
- Business Transition Planning
- Business Value Optimization
Summary and CBRM Exam Preparation
- Course Summary
- CBRM Syllabus Review
- Format and structure of the CBRM® Practitioner Exam
- Exam hints and tips
- Sample Exam
Exam Information
- Administered by APMG
- Paper exam or Online with ProctorU
- Objective testing
- 4 questions – 20 question items per question, each worth one mark
- 40 marks or more required to pass (out of 80 available) – 50%
- 2.5 hours duration
- Open Book exam (The official CBRM Guide to the BRM Body of Knowledge only; hard copy or soft copy permitted)
This course is available for "remote" learning and will be available to anyone with access to an internet device with a microphone (this includes most models of computers, tablets). Classes will take place with a "Live" instructor at the date/times listed below.
Upon registration, the instructor will send along additional information about how to log-on and participate in the class.
School Notes: Note: International Institute for Learning may reach out to you directly for additional information prior to your class starting date.
