---
esco_uri: http://data.europa.eu/esco/skill/5da3c765-10a3-49eb-934c-ec401ceb1a34
esco_label: "analyse business plans"
relation: optional
onet_soc: 13-1082.00
source: model-knowledge
confidence: high
qa_count: 0
generator: gemma3:27b (prompt-designed and spot-checked by Claude)
generated: 2026-07-10
---

# analyse business plans — Project Manager

As a Project Manager, 'analysing business plans' isn’t about *creating* them – it’s about understanding if the project you’re assigned to actually supports achieving those stated business goals. Daily, this means digging beyond the executive summary. You’ll be tasked with identifying how your specific project deliverables directly contribute to key performance indicators (KPIs) outlined in the plan; for example, does building a new feature demonstrably increase projected revenue or market share? It's about translating strategic objectives into actionable project scope and ensuring alignment throughout execution.

Typical tasks involve reviewing financial projections (ROI, payback period – even if you aren’t a finance expert, spotting unrealistic numbers is crucial), assessing the plan’s risk assessment section to see how it anticipates challenges *your* project might face, and verifying assumptions. Tools used are often simple: spreadsheets for data analysis, potentially basic financial modelling software, but primarily it's critical thinking & questioning. You'll likely be comparing the business plan against market research reports or competitor analyses to validate its claims.

A common pitfall is accepting the business plan as gospel. Plans change! Your role isn’t passive; you need to flag inconsistencies between the plan and reality *early*. Another is focusing solely on technical feasibility while ignoring commercial viability – a perfectly built product that doesn't address market needs is still a failure. Good looks like proactively identifying potential roadblocks stemming from the business plan (e.g., unrealistic timelines, underfunded features) and escalating them with proposed solutions before they impact project delivery.

Ultimately, you’re acting as a critical filter. You need to determine if the project *as defined* is realistically achievable within the constraints of the business plan, and if not, what needs to be renegotiated or adjusted. This isn't about saying 'no', but ensuring the project sets out on a path to deliver genuine business value – and that you can demonstrably prove it.

## Weitere Anreicherung

Stage-2 source for future practitioner grounding: CORE / DOAB (open-access HR & organisational research).
