Top Business Analysis Trends of 2013: Communicating “Up” Will be Critical

According to Nancy Nee, vice president of Global Product Strategy, ESI International, there are specific business analysis (BA) trends that will be prominent in 2013. We have already gone over nine of them in our previous posts. So, let’s now move to number ten.

In 2013 we will see BAs learning that they have to communicate better, meaning that communicating up and across is going to be a major focus of what BAs are going to be targeting in 2013. BAs are the most aware of the requirements of the value those requirements bring because they do a lot of impact analysis on those requirements.

She added, “When they are working on a project they know if they miss a requirement or if it changes, and how that will affect the business. The problem is the ability to share that difficult message and have that crucial conversation.”

In 2013 BAs will be focused on their ability to have those communicating up conversations with their sponsors and stakeholders, laying it out for them of what could happen when it comes to these requirements. 

“By being able to put that in your bag of BA skills, you are solidifying yourself as a key component to everything related from a business value standpoint,” Yee concluded.

See the full video below:

Business analysis is a big part of the upcoming conference , ProjectWorld & World Congress for Business Analysts (PW&WCBA), which blends practical learning, skill building, big picture thinking and leadership training together for a holistic approach to developing managers into leaders.

Whether you are looking to sharpen your toolkit, grow as a leader or benchmark against peers by exchanging stories of success and failure, this event delivers it all – providing you with more credits than any other event of its kind. With a huge  network of experts and peers to connect with, you'll be prepared to confront the Increasing complexity even more confidently with dexterity and agility.

PW & WCBA is taking place September 9-11 in Disney World. To register for PW&WCBA, click here!

Amanda Ciccatelli, Social Media Strategist at IIR USA in New York City, has a background in digital and print journalism, covering a variety of topics in business strategy, marketing, and technology. She previously worked at Technology Marketing Corporation as a Web Editor where she covered breaking news and feature stories in the tech industry.  She can be reached at aciccatelli@iirusa.com. Follow her at @AmandaCicc. 

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The Best Project Manager for the Job

Having the right project manager (PM) is crucial to successful project delivery. But, what attributes does a great PM have? According to Hemant Kogekar, principal of Kogekar Consulting, here are findings from a CIO Executive Board Study on what differentiates a good PM from an average one.

Experience

Many organizations look for PM candidates who have a project management certification. But, the study found that certification does not predict PM effectiveness. Turns out that PMs with diverse experience across technology and business areas are more effective.

Knowledge of the Business

Effective PMs understand not only ‘how’ but also ‘why’. They know the goals of their projects and how the goals fit within the organization. High performing PMs become ‘business partners’ and not just ‘order-takers’. Business partners improve their credibility due to their understanding of project scenarios. Effective PMs develop relationships across the organization so that they understand dynamics within the organization – enabling PMs to steer through complex issues.  

Leadership Ability

The importance of leadership skills is often underestimated when businesses select PMs. Effective PMs understand what the team needs and tailor their communications to drive performance. These PMs leverage team members’ skills, and gain the team’s trust. Poor PMs run the team into the ground while the project is delivered. Although PMs with a poor track record of  leadership may achieve short-term gains, these PMs constrain the success of the project. Good PMs not only deliver the project outcomes, but build a team’s capabilities throughout the project.

Commitment

According to the study, two of the top three drivers of PM effectiveness are “passion to succeed”, and an “ability to meet internal deadlines”. When selecting PMs, leaders should seek candidates who demonstrate these attributes. Good PMs become demonstrate passion in the project and holding themselves accountable for the project’s success. Effective PMs follow the standard processes, but look to improve these processes to remove bottlenecks, time consuming steps and other inefficiencies.

Risk Management

Effective PMs are skilled in anticipating the risks throughout the project life-cycle. These PMs not only identify risks, but also develop strategies to avoid them. The study found that there was a big difference in the ability to anticipate and manage risks between the top and bottom performers.

Crisis Management  

Projects are stressful; a smoothly running project is a rarity. Good PMs maintain their cool in times of crisis. They maintain composure and guide their teams through the myriad of crises and challenges that projects encounter.

Quick Problem Solving

The best PMs are experts at solving the problems that a project encounters. These PMs deal with insufficient information and are quick learners who draw lessons from unfamiliar situations and concepts.

Ambition

Good PMs are success-driven. Organizations need to recognize this and create pathways for PMs to progress to senior roles. If organizations fail to look after good PMs, they will find and opportunities elsewhere.

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