Put simply, business relationship management (BRM) is the practice of shaping and translating executive and business function leadership strategy to a shared roadmap, thus ensuring business value results. On the other hand, Agile development is the practice of translating user needs and anticipating their desires to improve their work (the “how”) to process improvements and delivered software. Lastly, Agile delivery is the practice of translating the needs of a group and its members to process improvements and provide new offerings that result in delivered change to the organization. Agile delivery methods can be used to complete work that does or does not involve technology.
Strong Agile will ensure that your ship is moving further during each “sprint.” With focus on speed, quality, and delivery of incremental change in the “now,” however, there are no promises that the delivered changes will sync with longterm organizational strategy. The organization risks fast, forward motion—in the wrong direction.
An effective Agile team’s work aligns to company strategy (often a challenge for Product Owners in many organizations). Product Owners correctly focus on successful delivery by their team, but there is a need for focus on the delivery of longer-term roadmaps. BRMs are able to span Agile software development teams to ensure the delivery of roadmaps and blueprints, keeping that work off the executive team and in the hands of value-focused relationship managers.
Specific strategies and long-term objectives in such areas as marketing, human resources, finance, operations, and information systems as appropriate.