Presentation i did to compare the softskills enumerated by PMI against the ones dictated by 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.

7. Softskills
IIBA perspective

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