Softskils - Comparing PMI with IIBA
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The document compares the soft skills frameworks of the Project Management Institute (PMI) and the International Institute of Business Analysis (IIBA). It outlines that PMI focuses on personal competencies for project managers, including communication, leadership, managing, cognitive ability, effectiveness, and professionalism. It also details specific interpersonal skills emphasized by PMI like leadership, team building, and conflict management. IIBA meanwhile emphasizes underlying competencies for business analysts such as creative thinking, decision making, learning, and systems thinking. The document analyzes similarities and differences between the frameworks.
![‹#› - 12Fev - 2015
PMI – Characterizing interpersonal skills
Leadership …involves focusing the efforts of a group of people toward a common goal and enabling
them to work as a team.
In general terms, leadership is the ability to get things done through others.
Respect and trust, rather than fear and submission, are the key elements of effective
leadership…
Team building …Team building is the process of helping a group of individuals, bound by a common
purpose, to work with each other, the leader, external stakeholders, and the organization.
The result of good leadership and good team building is teamwork….
Motivation ,,, involves creating an environment to meet project objectives while providing maximum
satisfaction related to what people value most.…
Communication … identified as one of the single biggest reasons for project success or failure…aware of
the communication styles of other parties…identify various communication channels..
Communication styles e.g. directive, collaborative, logical, explorer, etc.
Influencing …strategy of sharing power and relying on interpersonal skills to get others to cooperate
towards common goals.[…]
Decision
making
,,,there are four basic decision styles.. Command, consultation, consensus, and coin flip
(random)…](https://image.slidesharecdn.com/softskilscompetencyplanv1-1-150218120650-conversion-gate01/85/Softskils-Comparing-PMI-with-IIBA-5-320.jpg)
Softskils - Comparing PMI with IIBA
- 1. Softskills – PMI versus IIBA
- 2. Softskills – PMI versus IIBA ‹#› - 12Fev - 2015 PMI - Responsabilities and competencies of the project manager Knowledge - what the project manager knows abouts project management. Performance – What the PM is able to do or accomplish while applying his or her PM knowledge. Personal – how the PM behaves when permorming the project or related activity. Personal effectiveness encompasses attitutes, core personality characteristics, and leadership, which provides the ability to guide the project team while achieving project objectives and balancing the project constraints.
- 3. Softskills – PMI versus IIBA ‹#› - 12Fev - 2015 PMI – Personal competencies Communicating Effectively exchanges accurate, appropriate, and relevant information with stakeholders using suitable methods. Leading Guides, inspires, and motivates team members and other project stakeholders to manage and overcome issues to effectively achieve project objectives. Managing Effectively administers the project through deployment and use of human, financial, material, intellectual, and intangible resources. Cognitive ability Applies na appropriate depth of perception, discernment, and judgement to effectively direct a project in a changing and evolving environment. Effectiveness Produces desired results by using appropriate resource, tools, and techniques in all project management activities Professionalism Conforms to an ethical behavior govened by responsability, respect, fairness and honesty in the practice of project management.
- 4. Softskills – PMI versus IIBA ‹#› - 12Fev - 2015 PMI – Essential soft skills PMI Interpersonal skills of a PM Leadership Team building Motivation Communication Influencing Decision making Political and cultural awareness Negotiation Trust building Conflict management Coaching
- 5. ‹#› - 12Fev - 2015 PMI – Characterizing interpersonal skills Leadership …involves focusing the efforts of a group of people toward a common goal and enabling them to work as a team. In general terms, leadership is the ability to get things done through others. Respect and trust, rather than fear and submission, are the key elements of effective leadership… Team building …Team building is the process of helping a group of individuals, bound by a common purpose, to work with each other, the leader, external stakeholders, and the organization. The result of good leadership and good team building is teamwork…. Motivation ,,, involves creating an environment to meet project objectives while providing maximum satisfaction related to what people value most.… Communication … identified as one of the single biggest reasons for project success or failure…aware of the communication styles of other parties…identify various communication channels.. Communication styles e.g. directive, collaborative, logical, explorer, etc. Influencing …strategy of sharing power and relying on interpersonal skills to get others to cooperate towards common goals.[…] Decision making ,,,there are four basic decision styles.. Command, consultation, consensus, and coin flip (random)…
- 6. ‹#› - 12Fev - 2015 PMI – Characterizing interpersonal skills Political and cultural awareness …organizational politics are inevitable…due to the diversity in norms, backgrounds and expectations of the people involved within the project… Culture at a behavioral level includes those behaviors and expectations that occur independently of geography, ethnic heritage, or common and disparate languages… Negotiation …a strategy of conferring with parties of shared or opposed interests with a view toward compromise or reaching an agreement. Trust building …trust is associated with cooperation, information sharing, and effective problem resolution… Conflict management …inevitable in a project environment…if actively managed, …can actually help the team arrive at a better solution. …be able to identify the causes for conflict and then actively manage. Involves building the trust, establish a collaborative approach…active management styles, e.g. assestiveness, accommodation, avoidance or compromise. Coaching …developing the project team to higher levels of competency and performance.
- 8. ‹#› - 12Fev - 2015 IIBA - Underlying Competencies of a Business Analyst
- 9. ‹#› - 12Fev - 2015 IIBA – Characterizing underlying competencies Analytical Thinking and Problem Solving Creative Thinking The successful generation and productive consideration of new ideas Application of new ideas to resolve existing problem Willingness of stakeholders to accept new approaches Decision Making Confidence of the participants in the decision-analysis process that a decision is correct New information or alternatives that cause a decision to be revisited are genuinely new and not simply overlooked Decisions are effective in addressing the underlying problem The impact of uncertainty and new information when making decisions can be effectively assessed Learning Agreement by stakeholders that analysis models effectively and completely describe the domain Identification of related problems or issues from multiple areas in the domain Rapid absorption of new information or new domains Problem Solving Confidence of the participants in the problem-solving process that a selected solution is correct New solution options can be evaluated effectively using the problem solving framework Selected solutions meet the defined objectives and solve the underlying problem The problem-solving process avoids making decisions based on preconceived notions, organizational politics or other traps that may cause a sub-optimal solution to be selected Systems Thinking Understanding of how a change to a component affects the system as a whole Identification of reinforcing and compensating feedback loops Understanding of how systems adapt to external pressures and changes Behavioural Charateristics
- 10. Comparing PMI against IIBA
- 11. Softskills – PMI versus IIBA ‹#› - 12Fev - 2015 Skills - PMI versus IIBA PMI Interpersonal skills of a PM Leadership Team building Motivation Communication Influencing Decision making Political and cultural awareness Negotiation Trust building Conflict management Coaching IIBA Underlying Competencies Creative Thinking Decision Making Learning Problem Solving Systems Thinking Analytical Thinking and Problem Solving Ethics Personal Organization Trustworthiness Behavioural Charateristics Business Principles and Practices Industry Knowledge Organization Knowledge Solution Knowledge Business Knowledge Oral Communication Teaching Written Communications Communication Skills Facilitation and Negotiation Leadership and Influencing Teamwork Interaction Skills General Purpose Applications Specialized Applications Software Applications
- 12. ‹#› - 12Fev - 2015 Skills - PMI versus IIBA PMI IIBA Leadership Leadership and Influencing Interaction Skills Team building Teamwork Interaction Skills Motivation Leadership and Influencing Interaction Skills Communication Oral Communication Written Communications Teaching Communication Skills Influencing Leadership and Influencing Interaction Skills Decision making Decision Making Analytical Thinking and Problem Solving Political and cultural awareness Organization Knowledge Business Principles and Practices Business Knowledge Business Knowledge Negotiation Facilitation and Negotiation Interaction skills Trust building Trustworthiness Behavioural Charateristics Conflict management Facilitation and Negotiation Interaction skills Coaching Teaching Communication Skills Cognitive ability * Creative Thinking Analytical Thinking and Problem Solving Cognitive ability * Learning Analytical Thinking and Problem Solving Cognitive ability * Problem Solving Analytical Thinking and Problem Solving Cognitive ability * Systems Thinking Analytical Thinking and Problem Solving Professionalism * Ethics Behavioural Charateristics Effectiveness * Personal Organization Behavioural Charateristics Leading * Industry Knowledge Business Knowledge Leading * Solution Knowledge Business Knowledge Leading * General Purpose Applications Software Applications Leading * Specialized Applications Software Applications* - Personal competencies PMI – Communicating, Leading, Managing, Cognitive ability, Effectiveness, Professionalism.
- 13. The end
- 14. ‹#› - 12DSI/DDW Fev - 2015 References PMI - PMBOK Guide Fifth Edition Project Manager Competency Development (PMCD) Framework - Second Edition – Project Management Institute IIBA Business Analysis Competency Model Version 3.0 – International Institute of Business Analysis