Senior Business Relationship Manager


A senior business relationship manager is responsible for managing the directorate’s communication plan and its delivery.

At this role level, you will:

  • attend business meetings and management forums

  • provide communications and information for all related digital and technology activities


Background Components

Description Background

Understands the principles of business and markets and has experience of relevant business sectors. Has proven project management and leadership skills. Has a thorough knowledge of how to make and sustain a business case (the benefits that will be delivered, the investment cost and the risks involved). Demonstrates up-to-date knowledge of the organisation’s business environment, culture, policy framework, organisational relationships, business processes, and reporting procedures. Displays good inter-personal skills at all levels of contact, and in a wide variety of situations demonstrates the ability to listen and influence, and to relate to customers in their own language. Demonstrates sound practical knowledge of associated technical disciplines, e.g. process re-design, systems development and service delivery. Uses high level of technical understanding to interpret technical issues for the business and sustain credibility with IT.

Prior Knowledge and Skills

Work Activity Components

Title Details

Content production

Makes informed decisions about the best way to present information to the audience(s), taking into consideration how information may be presented, identified, and searched for. Produces information artefacts that are accurate, current, relevant and easily understood by the intended

Implementation and controls

Ensures implementation of information, and records management policies and standard practice, ensuring that information is protected, available and accessible, and can be retrieved as required. Complies with all relevant information and data security policies and procedures.


Builds knowledge of organisation objectives, issues and opportunities, and understands how IT should be embedded to support, address and exploit them. Seeks and gains senior stakeholder involvement and support into the strategic planning process.

Business needs

Builds a thorough understanding and quantifies the needs of the business. Construct forecasts and analytical models to, visualises a future state and evolves a long-term strategy. Takes account of business risk and continuity issues as they impact the strategy. Understands the wider issues,

e.g. commercials, people, processes and systems, for any proposed IT strategy. Maintaining current knowledge of own organisation’s IT Products, Services and operations, as well as current enterprise architecture objectives and constraints.


Uses new approaches, proposals and technologies to build a credible strategy, building on understanding of business needs, the existing IT capabilities and future requirements, marrying all relevant organisation objectives with achievable IT goals.


Assesses, measures and manages benefits and value realised through delivery of IT programmes to meet business challenges.

Stakeholder engagement

Identifies the communications and relationship needs of stakeholder groups. Translates communications/stakeholder engagement strategies into specific activities and deliverables.

Stakeholder feedback

Provides informed feedback to assess and promote understanding. Monitors the level of client satisfaction and responds to queries, complaints and requests.

Develops and builds effective relationships

Facilitates open communication and discussion between stakeholders, acting as a single point of contact by developing, maintaining and working to stakeholder engagement strategies and plans.

Business issues, change and escalation

Facilitates the decision-making processes related to business change, and the planning and implementation of change. Captures and disseminates technical and business information. Monitors the level of client satisfaction and responds to queries, complaints and requests.


Knowledge/Skills Components

Title Depth Details Type

Conceptual Thinking

Acquiring understanding and insights regarding the underlying issues in complex problems or situations through the development of abstract representations, the identification of patterns and the analysis of hypotheses.

Behavioural Skills


Taking account of new information or changed circumstances and/or business requirements and modifying response to a problem or situation accordingly.

Behavioural Skills

Stress Handling

Retaining objectivity and proper understanding of a problem or situation when placed under conditions of stress.

Behavioural Skills

Customer Focus

Understanding the needs of the internal or external customer and keeping these in mind when taking actions or making decisions.

Behavioural Skills

Commercial Orientation

Understanding commercial considerations and ensuring alignment with them when making decisions or recommending actions.

Behavioural Skills

Organisational Awareness

Behavioural Skills

Cross-Functional and Inter-Disciplinary Awareness

Understanding the needs, objectives and constraints of those in other disciplines and functions.

Behavioural Skills

Interacting with People

Establishing relationships, contributing to an open culture and maintaining contacts with people from a variety of backgrounds and disciplines. Effective, approachable and sensitive communicator in different communities and cultures. Ability to adapt style and approach to meet the needs of different audiences.

Behavioural Skills


Working collaboratively with others to achieve a common goal.


Critical Thinking

The ability to think clearly and rationally; review and evaluation of processes and outputs; the ability to engage in reflective and independent thinking; reasoned thinking involving critique.

Behavioural Skills

Business Environment

Proficient in

The business environment relating to own sphere of work (own organisation and/or closely associated organisations, such as customers, suppliers, partners and competitors), in particular those aspects of the business that the specialism is to support (i.e. localised organisational awareness from a technical perspective).

Technical Knowledge and Skills

IT Environment

Familiar with

The IT environment relating to own sphere of work (own organisation and/or closely associated organisations, such as customers, suppliers, partners), in particular own organisation’s technical platforms and those that interface to them through the specialism, including those in closely related organisations.

Technical Knowledge and Skills


Familiar with

A collection of methods, practises, tools and techniques, underpinned by the Agile Manifesto, that enable teams to deliver high value products and services in small, workable, increments. An Agile culture typically encompasses concepts such as Servant-Leaders; ceremonies, Stand-Ups, Sprints and Retrospectives; and the deployment of tools and techniques such as Backlogs and A/B Testing.

Technical Knowledge and Skills

Value Chain Concepts

Familiar with

Identification and representation of the primary and support activities required to deliver a product or service in order to analyse aspects such as inefficiencies and costs.

Other Knowledge and Skills

Presentation Techniques

Familiar with

Methods and techniques for delivering effective and accessible presentations, either face-to-face or online within various contexts and to a variety of audiences.

Other Knowledge and Skills

Business Proposals

Proficient in

Methods and techniques for preparing and presenting business cases, requests for proposal (RFP) invitations to tender (ITT) and statements of requirements/work both verbally and in writing.

Other Knowledge and Skills

Risk Management

Proficient in

Methods and techniques for the assessment and management of business risk including safety-related risk.

Other Knowledge and Skills

Techniques for Effective Meetings

Familiar with

Methods and techniques for running effective meetings and for understanding and influencing the roles played by participants.

Other Knowledge and Skills

Coaching Techniques

Familiar with

Methods and techniques for coaching individuals or groups by a balanced combination of support and direction, including use of virtual learning environments plus add-ons to augment feedback specific to work items, workflow or career plans.

Other Knowledge and Skills

Project Planning and Control Techniques

Familiar with

Methods and techniques associated with planning and monitoring progress of projects.

Information Assurance

Proficient in

Information assurance methods, tools and techniques (including the Caldicott Principles) used to protect the integrity, availability, authenticity, non-repudiation and confidentiality of user data and manage the risks related to the use, processing, storage, and transmission of information.

Other Knowledge and Skills

Training Activities

Training Components

Title Details

Risk Management Methods, Techniques and Tools

Methods, techniques and tools for the analysis, assessment and management of risk.

Account Management

Builds and maintains effective relationships with key customers, including the coordination and good management of all aspects of the supply of IT-enabled products and services to a customer.


Methods and techniques for managing (or facilitating) a meeting or group session (both face-to-face and online) and then through a series of planned activities the creation, by consensus, of products (e.g. lists of business issues, requirements, technical options, etc.).


Concepts, methods and techniques for providing coaching in subject specialisms to individuals or groups (e.g. GROW model).

Advanced Techniques for Business Process Improvement

More complex tools and techniques associated with the analysis, modelling and streamlining of business processes.

Data Protection and GDPR

Data protection legislation, regulatory framework and compliance, including GDPR (General Data Protection Act).

Change Management

Issues and strategies for the successful implementation of change within a business environment, for example Kotter’s 8 step process for leading change.

Negotiation Skills

The ability to identify common objectives and arrive at mutually acceptable agreements.


Methods and techniques for providing mentoring support to less experienced individuals.

Security Awareness

Tools and techniques to help users and employees understand the role they play in helping to combat information security breaches and for IT and security professionals to prevent and mitigate risk.

Health and Safety

Understanding statutory health and safety requirements relating to the working environment and/or the tools and techniques to promote, communicate, implement and maintain a health and safety culture.


PDA Components

Title Details


Standing in for supervisor or manager on a temporary basis during periods of absence.

Job Shadowing and Special Assignments

Undertaking temporary periods or secondments in other roles, inside or outside IT, particularly those that offer a new perspective on own function or exposure to other environments and cultures.

Project Assignments

Participating in a project team, working group or task force established to deliver a solution to a specific problem or issue – especially valuable if the group is inter-disciplinary.


Acting as a mentor, advising those for whom there is no direct responsibility, on matters to do with their job role, career and professional development.

Research Assignments

Exploring a topic which is not part of own normal responsibilities and presenting findings to colleagues and/or management

Gaining Knowledge of Broader IT Issues

Increasing and maintaining currency of knowledge of broader IT issues through reading, attending and participating in seminars or conferences, special studies, temporary assignments etc.

Gaining Strategic Knowledge of Employing Organisation

Developing a comprehensive understanding of the business environment in which the employing organisation operates and its position, policies and direction in relation to industry, country and global issues.

Participation in Professional Body Affairs

Taking an active part in professional body affairs at branch, specialist group, committee or board level.

Negotiating and Influencing

Undertaking learning and practice of negotiating with and influencing others.

Team Leadership

Undertaking learning and practice of the skills required to lead teams, including motivation, direction, coaching, delegation, appraisal, counselling and developing others.


Qualification Components

Title Awarding Body

Chartered IT Professional (CITP)

BCS – The Chartered Institute for IT

CBRM Certified Business Relationship Manager Practitioner

BRMI Business Relationship Management Institute

Certified Change Manager (CCM) Foundation

APMG International

Custom Qualification Components

FEDIP Senior Practitioner


Organisation Skills

Framework » Organisation
Category » Subcategory
Skill Name and Description Level

DDaT » IT Operations Job Family

IT Ops – Stakeholder relationship management (IT operations)

You can identify, analyse, manage and monitor relationships with and between stakeholders. You can clarify mutual needs and commitments through consultation and consideration of impacts. You can co-ordinate all promotional activities for one or more customers, to achieve satisfaction for the customer and an acceptable return for the supplier. You can assist the customer to ensure that maximum benefit is gained from the products and

3 – Practitioner

You can influence stakeholders and manage relationships effectively. You can build long-term strategic relationships. You can facilitate and deliver business outcomes.

DDaT » IT Operations Job Family

IT Ops – User focus

You can understand users and identify who they are and what their needs are, based on evidence. You can translate user stories and propose design approaches or services to meet these needs. You can engage in meaningful interactions and relationships with users. You can show that you put users first and can manage competing priorities.

3 – Practitioner

You can collaborate with user researchers and can represent users internally. You can explain the difference between user needs and the desires of the user. You can champion user research to focus on all users. You can prioritise and define approaches to understand the user story, guiding others in doing so. You can offer recommendations on the best tools and methods to use.

DDaT » IT Operations Job Family

IT Ops – Asset and configuration management

You can conduct life cycle management for assets including hardware, software, intellectual property, licences and warranties. You can manage usage, disposal, compliance, inventory, sustainability, cost optimisation and protection of the asset portfolio. You can help to improve investment decisions and capitalise on opportunities. You can comply with international standards for asset management. You can document information relating to assets including identification, classification and specification of all items, and information related to storage, access and versions. You can apply status accounting and auditing in line with relevant criteria.

1 – Awareness

You can track, log and correct information to protect assets and components.

DDaT » IT Operations Job Family

IT Ops – Business analysis (IT Operations)

You can visualise and articulate complex problems and concepts. You can apply logical thinking and solve complex problems. You can make disciplined decisions based on available information. You can gather and analyse information using comprehensive tools and techniques. You can use data to formulate both short-term day-to- day and long-term strategic plans. You can identify and analyse options and assess feasibility and operational impact. You can ensure that the business solution aligns with the vision, mission, objectives, strategy, business and user needs. You can identify a

3 – Practitioner

You can lead investigative work into problems and opportunities in existing processes. You can lead the collection of information and creation of recommendations for improvements. You can absorb large amounts of conflicting information and use it to produce solutions.

DDaT » IT Operations Job Family

IT Ops – Continual service improvement

You can identify and explore opportunities for service and business improvement. You can produce analysis and identify, prioritise and implement improvements and efficiencies, ensuring that the organisation derives maximum value from services. You can recognise the potential for automation of processes, determine costs and benefits of new approaches, and manage change or assist implementation where needed.

2 – Working

You can identify process optimisation opportunities with guidance and contribute to the implementation of proposed solutions.

DDaT » IT Operations Job Family

IT Ops – Ownership and initiative

You can take ownership of problems and proactively resolve technical problems, ensuring that technical solutions continue to meet business requirements. You can take full accountability for the actions taken and decisions made.

3 – Practitioner

You can take accountability for issues that occur and be proactive in searching for potential problems. You can achieve excellent user outcomes.

DDaT » IT Operations Job Family

IT Ops – Service focus

You can maintain focus on the whole life of service delivery (designing, developing, delivering and operating). You can ensure that a set of IT products, suppliers and vendors come together to deliver an IT service.

2 – Working

You can take inputs and establish coherent frameworks that work.

DDaT » IT Operations Job Family

IT Ops – Service management framework knowledge

You can show an in-depth understanding of service management framework principles and processes. You can apply the technical knowledge in project or programme activities.

2 – Working

You have a Level 3 service management framework qualification. You can demonstrate knowledge of the life cycle or capability elements of ITIL (Information Technology Infrastructure Library).

DDaT » IT Operations Job Family

IT Ops – Service reporting

You can use management information to consolidate agreed Key Performance Indicators (KPIs) into product or service measures, to underpin the service management of a specific product or service.

2 – Working

You can produce relevant reports in a standard format and agreed timeframe. You can work with important stakeholders to discuss any changes in the reporting processes. You can add a commentary that provides an interpretation of the data set.

DDaT » IT Operations Job Family

IT Ops – Strategic thinking

You can take an overall perspective on business issues, events and activities, and discuss their wider implications and long-term impact. You can determine patterns, standards, policies, roadmaps and vision statements. You can effectively focus on outcomes rather than solutions and activities.

2 – Working

You can work within a strategic context and communicate how activities meet strategic goals. You can contribute to the development of strategy and policies.

DDaT » IT Operations Job Family

IT Ops – Technical understanding

You can demonstrate knowledge of the specific technologies necessary to fulfil the responsibilities and tasks of the role. You can apply the required breadth and depth of technical knowledge. You can actively keep informed of industry developments to make cost- effective use of new and emerging tools and technologies.

3 – Practitioner

You can show a thorough understanding of the technical concepts required for the role and can explain how these fit into the wider technical landscape.

This job role profile was created in collaboration with BCS, using Role Model Plus. BCS is the professional body that has the responsibility of updating this job family.

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