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Business Relationship Manager Professional
(BRMP) Statements | Questions and Verified
Answers| (202 5 / 202 6 New Update)- 100%
Correct
QUESTION
- The build partnership framework explains how to grow individual relationships into partnerships. Answer: Yes - P38 A framework to build partnerships
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- The build partnership framework consists of relationship mindsets, relationship discovery, relationship nurturing and relationship maturity. Answer: No - (PARTNERING mindsets, relationship discovery, relationship nurturing and relationship maturity) P38 Image
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- Partners bring a different mindset to relationships that are characterized by mutual trust, understanding, and equality Answer: Yes - P40 Partnering Mindsets
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- There are four partnering mindsets: Orchestrator, Cultivator, Explorer and Investor.
Answer: No - (CONNECTOR, Cultivator, Explorer and Investor) P40 Partnering Mindsets
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- A cultivator mindset is helpful to improve something by being open to new approaches and suggestions Answer: Yes - P40 Partnering mindsets
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- The explorer mindset is useful when considering new opportunities or solutions. Answer: Yes - P40 Partnering mindsets
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- Building a strong partnership means discover the expectations of your partner and then build a RSOAP. Answer: Yes - P41 Relationship Discovery
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- The relationship characteristics are the common set of goals and objectives to which all partners are committed. Answer: No - (SHARED VISION not relationship characteristics)P42 Shared Vision
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- Strategic Partner level in the Relationship Maturity Model can also be described as inclusive. Answer: No - (described as PURPOSEFUL) P47 Image
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- The relationship maturity model can be used to set targets for the relationship maturity in the future Answer: Yes - P47 Bullets
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- The four key elements of Evolve Culture are Purposeful Narrative, Expected Behaviours, Influential Relationships and Personal Growth. Answer: No - (purpose narrative, desired behavior, influential relationsips, personal growth) P27 Image
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- Purposeful Narrative recruits the initial set of high influencers to seed the new behaviours into the network of relationships. Answer: Yes - P28 Purposeful Narrative, item 1
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- Purposeful Narrative is focused on the language BRMs need to use in an organization. Answer:
No - (To provide the language the high influencers need to engage with other people in informal conversations to recruit them, arm them, and spread the Now-to-New) P28 Purposeful Narrative, item 2.
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- In a conversation only the content is important to get the message across Answer: No - (Not only is the content of the story important, but how it is delivered is critical, as well) P29 Last paragraph
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- Language has an impact on how we think. Answer: Yes - P30 Language matters
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- Behaviours need to be recognizable units of action Answer: Yes - P30 Desired Behaviours
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- We can use the dead man's test to show that statements like "we need to attend a meeting" is not behaviour. Answer: Yes - P
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- Willing to venture into something new is an indication of a growth mindset. Answer: Yes - P36 (bullet 1)
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- People with fixed mindsets can accurately assess their abilities. Answer: No - (PEOPLE WITH GROWTH MINDSETS) P
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(DV) - The 4 elements of the Drive Value Framework are Value Discovery, Value Realization, Value Results and Value Optimization Answer: Yes - P51 Image
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(DV) - Value is not the same as benefits Answer: Yes - P52 Definition of Value
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(DV) - Employee satisfaction is an example of intangible value Answer: Yes - P53 Table
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(DV) - The 3 main value categories are: Foundational, improvement and innovation Answer: No - (OPERATIONAL, improvement and innovation) P54 Sources of Value
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(DV) - There are 3 value drivers: growth, financial and efficiency. Answer: Yes - P58 Table
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(DV) - Anyone in the organization can complete an idea document and submit it into the ideation process for review Answer: Yes - P
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(DV) - The idea document needs to have approval from requestor (idea initiator) and the primary sponsor Answer: No - (approval from requestor (idea initiator) and the primary sponsor & BRM) P
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(DV) - Value is documented in a value plan and is based on the value drivers Answer:
Answer: Yes - P
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(SP) - To satisfy purpose is to perpetually sustain great reasons for being, both for an organization and the people associated with an organization. Answer: Yes - P
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(SP) - Business relationship managers can link evolving culture to satisfying purpose through idea documents Answer: No - (read points 1- 5 under Evolve cultrure) P
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(SP) - Business relationship managers can link evolving culture to satisfying purpose through linking individual purpose to organizational purpose Answer: Yes - P
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(SP) - There are 4 areas of social value: community, sustainability, well-being and diversity. Answer: Yes - P
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(RO) - Business relationship manager should fulfill the role of liaison Answer: No - (BRM as Strategic - See chart at bottom of page 70) P
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(RO) - Business relationship managers should be a single point of contact for their partners Answer: No - (BRM as Single point of focus - See chart at bottom of page 70) P
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(RO) - The business relationship manager role should be clarified in the overall strategy and operating model Answer: Yes - P 71
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(RO) - One of the challenges of being a single point of contact is that you can add very little value Answer: Yes - P
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(RO) - The four values in the BRM code of ethics are: honesty, integrity, respect and accountability Answer: No - ( honesty, integrity, respect and OWNERSHIP) P
Answer: No - (PURPOSEFULL, SELF-ACTUALIZED, REALTIONSHIP CENTERED, PLAYFUL, FEARLESS) P
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(RO) - Being playful incorporates fun and enjoyment into professional environments Answer: Yes - P
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(RO) - One of the BRM mindsets is described and being courageous and confident in one's own abilities Answer: Yes - P78 fearless
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(RO) - Volunteering is one of the activity domains for BRMs Answer: Yes - P
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(RO) - Transition management is the process on how to change the organization Answer: No - (PROCESS TO MANAGE THE BEGINNING AND END OF RELATIONSIPS AS PEOPLE LEAVE OR REASSIGNED) P
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(RO) - The BRM Competency model describes two types of traits: knowledge and skills Answer: No - (3 TYPES - KNOWLEDGE, SKILLS, MINDSETS) P
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(RO) - The beginner level in the competency model is an individual that is aware of the concepts within BRM Answer: No - (EXPLORER LEVEL) P
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(RO) - The practitioner level in the competency model is focused on being able to apply concepts. Answer: Yes - P
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(RO) - The BRM competency model covers evolve culture Answer: Yes - P
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(TE) - Every BRM team needs a purpose, mission and vision Answer: Yes - P
No - (Value is defined by so much more than just revenue, expenses, and profit. It can also come from a person having a sense of pride in a job well done, or from feeling their work has meaning.) Pg 9 Idea of Value is Evolving
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(IN) - Strong relationships are necessary to help organization to be agile. Answer: Yes - Page 9 Global Digitalization Requires Agility
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(IN) - Alignment is not sufficient for building great relationships. Answer: Yes - Page 10 Organizations are moving from alignment to Convergence
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(IN) - The relationship centered organization includes the environment, knowledge and mindsets. Answer: Yes - Page 12 Top of page
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(IN) - The theory of relationshipism explains the power of relationships in organization. Answer: Yes - Page 12 Theory of Relationshipism
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(IN) - The BRM Capability centers on the belief that positive relationships drive value in organizations.
Answer: No - (BRM PHILOSOPHY) Pg 13 BRM Philosophy
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(IN) - The Triple Bottom Line is focused on Purpose, Passion and planet Answer: No - (PURPOSE, PEOPLE, PLANET) Pg 14 Triple Bottom Line
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(IN) - The Triple Bottom Line adds a new dimension to the calculation of value. Answer: Yes - P15 Purpose
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(IN) - Relationships are everywhere in your organization. Answer: Yes - P16 Summary
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(IN) - The definition of the BRM capability is to shape and influence the concepts of the BRM role Answer: No - (IS EVERYTHING IT TAKES, VISABLE AND INVISABLE, TO NURTURE RELATIONSHIPS IN AN ORGANIZATION) Pg 16 BRM Capability definition
No - (NEW SOURCES OF VALUE) P21 Innovation Factor
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(CA) - The human factor is how an organization treats people and recognizes the human needs of people. Answer: Yes - P21 Human Factor
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(CA) - The now-to-new approach to change is a mechanical process. Answer: No - (Change in an organization is constant because value discovery and realization are constant. Relationship- centered organizations take advantage of the quality and quantity of great work relationships and enable quick and profound change) P23 Now-to-new
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(CA) - The BRM role is working with CEO and board of directors to drive value. Answer: Yes - P24 BRM capability and its role
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(CA) - The BRM Impact Report details the templates a BRM can use in the role. Answer: No - (DETAILS RESULTS AND ARTICULATED THE VALUE) P25 BRM Impact Report
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(CA) - A Strategic Relationship Plan is a record of accomplishments and helps to communicate non-confidential objectives. Answer: Yes - P25 Strategic Relationship Plan.
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(CA) - A Strategic Relationship Plan is a synonym for a BRM Impact Report. Answer: No - (contains the vision, current status, and historical record of any relationship) P
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(CA) - Now-to-new is only focused on large change initiatives. Answer: No - P26 Summary
