▪Career freelancers (20%). These PMs and BAs love their work, love working independently, and want to use their skills to build their careers, not to build a company that hires others. These folks usually establish themselves as independent contractors with their small own company, usually an LLC.
▪Substituters (18%). PMs and BAs who want to work in the gig economy temporarily. Whether laid off from their former organizations or for other reasons they view “gig” work as temporary while they look for full-time employment.
▪Passionistas (14%). PMs and BAs who love what they do and are primarily motivated by their desire for greater flexibility than is usually provided by a more traditional organization.
✅4. The Shifting Sands Of The BA And PM Roles
Many project professionals find their roles changing so rapidly that it feels like the earth is shifting below their feet. Roles are being combined (BA and PM or BA and QA) or being torn apart (formerly hybrid PM/BAs are now full-time PMs or BAs). In some organizations BAs thrive on Agile projects working hand-in-hand with product owners (POs), while in others become part of the development team doing testing because there are no BAs,. PMs become scrum masters as do BAs. Sometimes the BA becomes a product owner, but one without the authority to make decisions.
In addition, both BAs and PMs are working strategically, doing business cases and recommending enterprise-wide solutions. And more and more organizations recognize the importance of the business relationship manager (BRM), to maximize value and help set the strategic agenda.
So what is the trend? For the foreseeable future, roles and titles will vary widely from organization to organization. Equally certain is that both project management and business analysis work, both strategic and tactical, have always been required and will always be needed, regardless of the role or the title or the role.
✅5. Generalists Helping Teams To Self-Organize
If descriptions of job openings are an indication, specialization seems to have wide appeal. But breadth of capabilities will continue to provide the flexibility that organizations need to respond to the hyper pace of change. BAs who code. Engineers who do project management. It’s the number of arrows in the team members’ quivers that defines an organization’s competitiveness – and contributes to the team’s ability to self-organize. Not only do organizations need self-organizing teams, but the teams themselves also need the flexibility to pick up tasks that are ready to go, so the more diverse the team members’ skills, the more work can be done in parallel and completed sooner.
Although varied work appeals to many younger workers, this isn’t just about attracting millennial talent. Self-organizing teams provide the structure organizations need in order to react quickly. Self-organizing teams and the ability of team members to wear multiple hats and get things done as they see fit will continue to become the best way for organizations to respond to external influences. The self-organizing team is not a new thing, but it is going to increasingly become the norm.
Two bonus trends
✅Short business cases and quick value. The trend is to provide business cases on slices of the initiative, slices that can bring quick value to the organization, rather than spending weeks or months detailing out costs and benefits and a return on investment showing a multi-year payback.
✅Dev Ops -This trend relates to the first and fourth trends, scaling Agile and the shifting project roles. BAs and PMs now find themselves participating as DevOps Engineers on Agile teams that emphasize collaboration not just between the customer and development team, but also among such areas as development, operations, security, infrastructure, integration, etc.
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▪Substituters (18%). PMs and BAs who want to work in the gig economy temporarily. Whether laid off from their former organizations or for other reasons they view “gig” work as temporary while they look for full-time employment.
▪Passionistas (14%). PMs and BAs who love what they do and are primarily motivated by their desire for greater flexibility than is usually provided by a more traditional organization.
✅4. The Shifting Sands Of The BA And PM Roles
Many project professionals find their roles changing so rapidly that it feels like the earth is shifting below their feet. Roles are being combined (BA and PM or BA and QA) or being torn apart (formerly hybrid PM/BAs are now full-time PMs or BAs). In some organizations BAs thrive on Agile projects working hand-in-hand with product owners (POs), while in others become part of the development team doing testing because there are no BAs,. PMs become scrum masters as do BAs. Sometimes the BA becomes a product owner, but one without the authority to make decisions.
In addition, both BAs and PMs are working strategically, doing business cases and recommending enterprise-wide solutions. And more and more organizations recognize the importance of the business relationship manager (BRM), to maximize value and help set the strategic agenda.
So what is the trend? For the foreseeable future, roles and titles will vary widely from organization to organization. Equally certain is that both project management and business analysis work, both strategic and tactical, have always been required and will always be needed, regardless of the role or the title or the role.
✅5. Generalists Helping Teams To Self-Organize
If descriptions of job openings are an indication, specialization seems to have wide appeal. But breadth of capabilities will continue to provide the flexibility that organizations need to respond to the hyper pace of change. BAs who code. Engineers who do project management. It’s the number of arrows in the team members’ quivers that defines an organization’s competitiveness – and contributes to the team’s ability to self-organize. Not only do organizations need self-organizing teams, but the teams themselves also need the flexibility to pick up tasks that are ready to go, so the more diverse the team members’ skills, the more work can be done in parallel and completed sooner.
Although varied work appeals to many younger workers, this isn’t just about attracting millennial talent. Self-organizing teams provide the structure organizations need in order to react quickly. Self-organizing teams and the ability of team members to wear multiple hats and get things done as they see fit will continue to become the best way for organizations to respond to external influences. The self-organizing team is not a new thing, but it is going to increasingly become the norm.
Two bonus trends
✅Short business cases and quick value. The trend is to provide business cases on slices of the initiative, slices that can bring quick value to the organization, rather than spending weeks or months detailing out costs and benefits and a return on investment showing a multi-year payback.
✅Dev Ops -This trend relates to the first and fourth trends, scaling Agile and the shifting project roles. BAs and PMs now find themselves participating as DevOps Engineers on Agile teams that emphasize collaboration not just between the customer and development team, but also among such areas as development, operations, security, infrastructure, integration, etc.
📎Источник: