Computerworld — The challenge: Justify to the senior management committee the expense of business relationship management (BRM) within the IT function.
Now, there are many ways to do that. All the tools for assessing value can be drawn upon. There's the balanced scorecard, ROI, maturity models (with key performance indicators) and assessments against them, surveys, IT investment ratios, IT productivity over time. All very plausible, given the right circumstances.
But as CIO, I knew that I had to do more than show that BRM made compelling sense from a stockholder perspective. I also had to show how its success would be measured over time.