Join Bob McGannon for an in-depth discussion in this video Determining competency, part of Triple-Threat Project Professional.
So we're actually moving toward this concept of the triple-threat leader, sort of passively. There are associations that focus on each of these three pieces of the continuum, the business analysis, project management and change management. On this end, you've go the the International Institute of Business Analysis. Focusing on this as is, to be, number of things. You've got the Project Management Institute in the International Institute of Project Management, and some other associations, in the project management space.
You've got the Change Management Institute now, in the change management space. This is good, because we do have to put some emphasis in the business world on doing all three of these things well. And candidly all three of these people or sets of people are depending on the others to do their job right if we are ultimately going to create business value at the end of this exercise, right. However, we're doing this apart. But there's an interesting characteristic associated with this. Each of these organizations have created a set of competencies.
In, in the case of the IIBA they've created a body of knowledge. They've followed project management's role, project management's lead I should say. And at that they created the project management body of knowledge. The Change Management Institute now has an outline for their body of knowledge. In that, they all define a set of competencies associated with the people that are working in the each of these three rolls. There's a really interesting thing you discover when you look at these competencies. Now normally, people would think of the business analysts as doing requirements gathering, working through processes, this as-is process and to-be process.
So there's, there's an emphasis on analysis skills, requirements gathering, understanding the nature of business. The project managers in the middle of this whole exercise focus on the triple constraints as we talked about so often, and managing those triple constraints. So their working on the scope of the project and what they're going to produce. They're working on risk management, they're working on time. They, they're managing costs associated with this. On the other hand you get the change management folks on the end. The change management folks are focusing on interpersonal skills.
If you're going to take someone along a cultural change journey, you really have to have good interpersonal skills, because you have to have a great appreciation for, you know the emotions that people are going to be going through when they're facing change. Just change is typically not easy, even for people that think change is easy for them, right. So they're focusing on the interpersonal skills and they're focusing on this facilitation of change, right. So there is an emphasis, if you will. Some particular focus on each of these three items.
But interestingly enough, if you look at the list of competencies that are in all three of these, time management, analysis skills, leadership skills, decision making, there are no less than 16 competencies. That are exactly the same in all three of these areas. The whole idea of the triple threat leader is, you need to be able to master all of these competencies. Whether you've come from one of the areas or the other.
Someone who can manage this, and has some capability in a lot of these competencies. Can help us fuzzy the borders, if I may use that term, between the business analysis and the project management, and the project management and the change management. When we can do that in business more consistently, we're going to be successful much more often.