Traditionally, leadership has been described as the ability of a superior to influence the behavior of subordinates and persuade them to willingly follow a desired course of action. From one viewpoint, leaders are leaders, whether they manage sales personnel, production specialists, administrators, engineers, nurses, basketball players, or any other group of employees. But it is the field sales manager, the leader, who establishes, monitors, and enforces standards and expectations of performance and behavior.
As a rule, the process of researching and analyzing the activities of a project for possible gaps in business requirements and inefficiencies in solution delivery is carried out by a professional (or an expert group) appointed to the role of business analyst.
Basically, project management (PM) is about implementing change to business environment, and business analysis is about ensuring the expected quality and value of that change. The role of business analyst in project management is crucial to addressing the expectations and reconciling the fears of all other stakeholders involved in the process. Different organizations have different views on the responsibilities of individuals involved in project management business analysis. This responsibility basically involves the reviewing of how the organizational structure works and what elements impact business performance and development. The BA needs to work with business users (people who acts within, or is affected by, the business system to obtain a benefit or solve a problem) to gather and elicit the business requirements for further documenting and project planning. While the project is in progress, the analyst needs to facilitate the acceptance process, which ensures the deliverables are built according to the initial requirements. Although business analysis and project management are closely related disciplines, many organizations often remain uncertain regarding accurate and comprehensive role definitions. While a project manager is ultimately responsible for effective project planning, control and delivery, a business analyst takes care for ensuring the quality of the PM activities. Business analysis should be perceived as the tool to facilitate and coordinate PM activities.
Some professionals share a belief that effective project management and business analysis require one and the same pool of skills and competencies.
Although many of the skills and competencies required for the roles are common, the way of setting the competence expectation differs from role to role. Resume-Help.org was designed for everyone from the novice job hunter to the HR professional. The leader’s task is to unite all assigned personnel in an organization and coordinate them in an effort to achieve sought-after results. On the other hand, many of those who manage and lead sales managers and salespeople suggest that sales personnel are different, distinct enough from their counterparts in other departments to benefit from a unique form of leadership. In most cases, salespeople are physically and psychologically separated from others in the organization.


This professional contributes to solving the solution design and implementation issues in project management by providing expert advice, guidance and leadership to the project manager, team and other stakeholders.
This individual needs to understand the current business needs of an organization in order to identify and reconcile the practical problems and facilitate rapid change and innovation through PM.
The project would be under risk of failure if no professional had been appointed to the business analysis role. The BA explores the existing environment to identify the gaps that impede the business to reach the desired results. The BA develops an action plan to solve the problem and exploit open improvement opportunities. This plan provides suggestions and ideas that can help change the current state for the better (desired) situation. The BA role is helpful during product testing and evaluation as providing quality assurance and control and communicating the deliverables state to the users. Some consider the business analyst role as necessary for their projects but distinctive from the project manager role.
Sometimes one person – who operates at different levels – can analyze and manage one and the same project, so the difference becomes implicit. If the manager plans out and controls project implementation, then the analyst explores and measures the value of the project output.
People assigned to these executive roles need to develop and apply those skills to plan and deliver their projects and bring business value. For example, for a project manager leadership is a core competence that requires setting, steering and balancing the way the team works through visioning, motivation and communication. Because sales-people usually work alone, they may have no one with whom to share the disappointment of the lost order, the frustration of the delayed shipment, or the exhilaration of the well-earned sale. Since selling is not as routinized and standardized as other functions, it is a desirable occupation for many people. The business analyst takes ultimate responsibility for identify and solving problems affecting the business solution, and works closely with the project manager to analyze the existing business systems and make recommendations for improvement.
However, in practice they come up together as no project can be implemented strictly according to the business requirements if no thorough analysis has been carried out during the project lifecycle. The BA employs a project-based approach to problem-solving and decision-making for business improvement delivery. Then the stakeholders’ needs would be narrowed down to routine and so the project would never deliver results that could solve the existing business problem.
Others perceive both roles as different but the level of distinction remains unclear and not essential to the success of their PM initiatives.


In other cases, two persons take on the roles and work together on the project to ensure successful and value-added implementation. The manager determines a path to success, and the analyst then identifies and eliminates worthless activities in that path.
In some way, it promotes a quality assurance approach to ensure that detailed solutions for delivering business improvement are found and implemented through the project. An organization that wants to implement business change through PM can just involve professionals that have the required competencies in order to get the desired solutions. Others involve business change professionals but suffer from lack of well-trained management personnel.
For a BA leadership means an ability to set constructive relationships with the team through guidance, consulting and coaching. Although most salespeople want independence and personal freedom, it is likely that the lack of peer-group cohesion as well as infrequent feedback from superiors may be counterproductive.
A combination of effective project management and incisive analysis creates a foundation for justifying and accomplishing the ultimate objective of adding value into business operations (more ideas). Eventually, both professionals work on improving the effectiveness and business value of PM. And the project manager will take care for the overall planning, communication and delivery of those solutions.
But the main question here is, does that organization perceive that the business analyst role requires one set of skills, while the role of project manager requires other competencies? The solution here would be, identify a clear differentiation between both roles and determine the necessary set of skills for each role. The manager leads the team towards implementing needed change, while the analyst provides leadership in order to ensure the expected quality of change.
The field sales manager, the salesperson’s major contact with the company, is often the one person the salesperson needs for individual attention.
He or she is especially important when salespeople are compelled to conform to strict policies or engage in activities that they may not like, such as cold canvassing, straight commissions, or excessive travel, all of which can increasingly discourage them, especially when results are poor.
Yammarino is associate professor of management at the State University of New York at Binghamton.



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