Join Bob McGannon for an in-depth discussion in this video Defining roles, part of Triple-Threat Project Professional.
So with this continuum, we still have three roles. We have the role of the business analyst. We have the role of the project manager. And we have the role of the change manager. And that's good. And it's also the issue. So it's both good and bad from the positive perspective. As we said, when we have this list of competencies, there are things you must emphasize. There are people that are going to be much more procedurally minded. And they're going to be very, very good at business analysis. They might not be as good as appreciate, at appreciating the, you know, emotional sensitivities that might have to happen at, at this end when you're bringing people through the cultural change.
So I'm not saying we all need to be universal in this whole idea of the triple threat leader. Alright, so it's a good thing we're focusing on this. So the business analysts need to focus on the requirements, needs to focus on the business process, and needs to have a great mix of big picture thinking and detail thinking. So they can understand how things are going to relate to each other, but be able to help step us through a process. The project manager needs to be very, very well organized through this exercise. Has to be mindful of managing costs. Has to be, have a bit of foresight associated with risk.
You know, those things that we, that we've talked about, and, and continue to talk about in the project management space, alright. They have, they have to have some big picture thinking as well. But they get very, very procedural, and, and there's a lot of interpersonal skills associated with, how do we get from A to B in terms of tools and processes in the middle. The change manager needs to understand this, but again, they had this emphasis on the interpersonal skills. They have this emphasis on understanding organizational change from multiple facets.
From, from the process perspective, from the emotional perspective, from the performance management perspective. Alright. And, and, and they need to understand what the business is going to look like in the end. Are there similarities? Absolutely, but there is different emphasis. So it's a good thing that we are focusing on these roles separately. But we need to keep the big picture in mind as well, and that's the issue. The issue is the more we focus on these three things as being separate, because there's this emphasis on given areas, the more we run the risk of creating these borders.
Interestingly enough, and it almost makes me chuckle every time I get into this discussion, right. The business analysts, the project managers, and the change managers all talk about one of the biggest things we have to do is work through the silos that are in the business. And I think to myself, wait a minute, we're discussing these things separately. We're creating silos within this continuum of getting from the idea to bringing value to the idea. So we're ultimately promoting the same thing we're complaining about.
So the fact that we have these roles that are separate is good, but it's also an issue.