Capability, Competencies and Skills are often use these terms interchangeably. What results is a messy overlap that compares apples with oranges...it just doesn't work. So I decided to provide my top three of each. Below is how I define these characteristics:
- CAPABILITY - ability to derive relevant value. Usually a combination of skills and competencies eg effective 'Business Process Management (BPM) is valuable to an organisation. Can be assessed, but difficult to train as it is a set of complex attributes.
- SKILL - activity related components that contribute to capability. eg i'm skillful at business process modelling and contributes to my capability in BPM. In isolation provides little value. Can assess and trainable.
- COMPETENCY- intrinsic ability to execute skills and derive capability. Often related to leadership, however in Business Analysis the scope is broad. eg i am an excellent listener which helps me engage stakeholders and elicit requirements. Difficult to assess, can be improved with training and experience. Not industry specific and often stronger competencies are learnt through industry diversity.
- Business Process Management - capture/improve/redesign, governance, strategic alignment, culture/people implications, tools
- Requirements Management - elicit, manage, document, tools
- Enterprise Analysis - vision/strategy, stakeholder assessment, financial analysis, business case
- Collaboration (tools and techniques)
- Business Process Modelling
- Writing Business Documents (as opposed to technical documents)
- Integrity and trust (leadership)
- Interpersonal savvy (leadership)
- Business trends and best practice (functional)
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