Summary

In this chapter, BRM was introduced as both a role and a capability, with success grounded in the established reputation of the IT SP. An SP that has established a formal service management capability represents the best chance for success with BRM, as it creates a willingness of the key business partner stakeholders to explore a broader relationship. Also discussed was the life-cycle approach with BRM, including the aspects of establishing, maintaining, and improving relationships over time.

In the next chapter, SLM is discussed. There is a strong relationship between BRM, the service catalog, and SLM. BRM represents the products and services in the catalog to those key business partner stakeholders at a strategic and tactical level. In fact, BRM is a key influence on this catalog overall, as BRM should always know the value perspective on service catalog entries, whether it is an emerging service (to meet new demand), an existing service (serving current demand), or being...