BRM roles and responsibilities

At the beginning of this chapter, in the BRM policies section, we stated that accountability without authority does not work. Now that the high-level activities of BRM have been spoken to, the natural follow-on is to understand which roles are involved in the performance of those activities. Remember that the BRM role is intended to have a high level of authority, actually having the ability to say yes or no to a business partner, while representing the IT SP. Also, remember that BRM is a capability and BRM is a role, where there would be the overarching capability in governing how BRM is approached at the organization, and then within that, having multiple resources in the role of a BRM. It makes sense to mention the concept of RACI here, as it is a tool that is designed to break out who is Responsible for an activity, versus Accountable for an activity, versus who is Consulted in an activity, and, lastly, who is Informed on an activity. Though not providing...