BRM inputs and outputs
Given the general description of BRM so far, along with the policies shared, a window is provided into the required inputs needed to be effective. These inputs enable the performance of the activities conducted and discussed in the very next section of this chapter. Anyone in the role of BRM must recognize the importance of having access to the following artifacts and resources, as they are ingredients for a successful BRM capability:
- Business strategy: Artifacts related to the business strategy speak to what the organization says it values going forward, at least for the current and next fiscal year, allowing the BRM to assess the IT SP capability to enable and support the business (for example, the corresponding IT strategic plan). Understanding what is valued is a key aspect here, as the BRM role has to understand and be able to parse the information and develop and manage respective plans to help develop, maintain, and improve the related products...
