How to use Business Model Canvas to design projects

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A project is a delivery format for change acceleration and gives people and organizations possibilities to focus on a specific result with a specific timeline and dedicated resources. The key to success as we believe is to actually use the same design pattern as we do when we design companies and organizations, namely the Business Model Canvas.

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How to use Business Model Canvas to design projects

  1. 1. Business Model PROJECT
  2. 2. The Project Business Model Foundation Designed for: Designed by: On: Iteration The knowledge project "Project Business Model" Jörgen Dahlberg, Eva Kammerfors 2013 1.0 The closer an aspect is to the project the higher the importance Eva Kammerfors Change Designer evakammerfors@hotmail.com Jörgen Dahlberg Change Designer jorgen.dahlberg@gmail.com A project is a delivery format for change acceleration and gives people and organizations possibilities to focus on a specific result with a specific timeline and dedicated resources. However, we have during the years found that projects often are "over-organized" in terms of action plans, WBSs', reporting structures and so much focuses on the solution instead of the actual result. The key to success as we believe is to actually use the same design pattern as we do when we design companies and organizations, namely the Business Model Canvas. With this approach, we ensure that we know what we are doing when we decide to perform a change in project delivery format, we will ensure we get the right people on board and - last but not least - we know that we are delivering VALUE to our customers, not only (technical) solutions."
  3. 3. Key Partners Key Activities Key Resources Value Propositions Stakeholder Relationships Stakeholder Segments Channels Cost Structure Revenue Streams The Project Business Model Canvas Designed for: Designed by: On: Iteration The Project Business Model Canvas is innovated on ideas from www.businessmodelgeneration.com Who will benefit or not from this project? How will we engage with our stakeholder segments? How and where will we deliver the results of the project? What revenues (monetary and non- monetary) do we expect the project to tap into for financing? What costs does the project incur? The knowledge project "Project Business Model" Jörgen Dahlberg, Eva Kammerfors 2013 What results will this project deliver and when are they expected to be released? 1.0 What resources do we need to plan, build and run? What key activities do we need to ensure? Who are involved in the project? Sponsor Users Project members ... Steering group Customers ... ... ... .... ... ... ... Consulting Initial funding What effects (monetary and non-monetary) do we expect the project deliver and when What revenues (monetary and non- monetary) do we expect the project to tap into for financing? Effects Result # Effect # A 12% increase in sales 2014 New Processes in customer care by Q2 2013 Great people Project management Partnership Internet
  4. 4. The Project Business Model Profile Designed for: Designed by: On: Iteration The knowledge project "Project Business Model" Jörgen Dahlberg, Eva Kammerfors 2013 1.0 The closer an aspect is to the project the higher the importance Time Cost Quality Risk Capabi lity Project
  5. 5. The Project Business Model Results Designed for: Designed by: On: Iteration Innovated on ideas from http://enklare.files.wordpress.com/2010/09/business_model_canvas_poster_3-002.png The knowledge project "Project Business Model" Jörgen Dahlberg, Eva Kammerfors 2013 1.0 A 12% increase in sales 2014 ... ... New Processes in customer care by Q2 2013 Updated roles and skills New incentives model The results the project will create to enable the effect to be released by the stakeholder
  6. 6. The Project Business Model Timeline Designed for: Designed by: On: Iteration The knowledge project "Project Business Model" Jörgen Dahlberg, Eva Kammerfors 2013 1.0 Each effect and result is related to the master timeline The best customer care in the business New Processes in customer care Updated roles and skills New incentives model 2013 Sep 09 2014-Q3/Q42013-Q3/Q42013-Q1/Q2 2014 Dec 12 2014-Q1/Q2 .A 12% increase in sales 2014 ... ...
  7. 7. The Project Business Model Sprintlines Designed for: Designed by: On: Iteration Innovated on ideas from http://enklare.files.wordpress.com/2010/09/business_model_canvas_poster_3-002.png The knowledge project "Project Business Model" Jörgen Dahlberg, Eva Kammerfors 2013 1.0 New Processes in customer care by Q2 2013 Updated roles and skills New incentives model Each sprint is connected to the results the project will create Map out processes in scope Develop new processes Train people in new processes Develop roles Develop skills packages. 2013-Q42013-Q22013-Q1 2013-Q3 Negotiate new incentives Develop new incentives Evaluate performance
  8. 8. Enhancers + Silencers - The Project Business Model SWOT Designed for: Designed by: On: Iteration The knowledge project "Project Business Model" Jörgen Dahlberg, Eva Kammerfors 2013 1.0 Forces originating from stakeholders elsewhere Forces originating from you and your organisation Key Partners • World class people with a determination to make the change happen • Access to great trainers and understanding coaches Key Resources • Excellent tools and methods Key Activities • A mission based assignment • A strong emphasis on change management Stakeholder segment • A strong customer base which yearn for the new services the change will deliver Relationships • Excellent suppliers with strong tool and methodology offers Channels • The trend in the industry points to the chosen technology base Key Partners • A culture where people take on too much • Middle management a part of the problem to be addressed Key Resources • To much focus on cost and to little focus on quality Key Activities • Unclear strategic intent Stakeholder segment • The customer segmentation is collapsing Relationships • There is a price reduction wave in the market which look like it may turn into a race to the bottom Channels • ???
  9. 9. Remove -Add + Grow ∧ Reduce ∨Building block Cost Structure Revenue Streams The Project Business Model Blue O' Strategy Designed for: Designed by: On: Iteration The knowledge project "Project Business Model" Jörgen Dahlberg, Eva Kammerfors 2013 1.0 Key Partners Key Activities Key Resources Value Propositions Stakeholder Relationships Stakeholder Segments Channels Grow the relationship between the project members and suppliers Create a new way of segmenting the customers into partners Remove the dependency on the current segmentation Ensure the continued solution focus on the currently used channels Enable the strategic voice by ensuring weekly leadership participation Use the strong T&M to enable members to do quality work Add direct reporting to leadership Reduce cost by using internal resources
  10. 10. The Project Business Model Principles Designed for: Designed by: On: Iteration The knowledge project "Project Business Model" Jörgen Dahlberg, Eva Kammerfors 2013 0.2 Each arrow is a principle we consider in all our planning and actions UrgencyPower Legitimacy Envision our footprint Our Projects Enable our members Engage our stakeholders
  11. 11. UsersPartnersCustomers The Project Business Model Stakeholder Groups Designed for: Designed by: On: Iteration The knowledge project "Project Business Model" Jörgen Dahlberg, Eva Kammerfors 2013 1.0 Each golden circle is a segment we need to focus our efforts on. Sponsors Projects UrgencyPower Legitimacy
  12. 12. Our CustomersOur Sponsors Our Partners Our UsersBuilding block Cost Structure Revenue Streams The Project Business Model Stakeholder Impact Designed for: Designed by: On: Iteration The knowledge project "Project Business Model" Jörgen Dahlberg, Eva Kammerfors 2013 1.0 Key Partners Key Activities Key Resources Value Propositions Stakeholder Relationships Stakeholder Segments Channels Select the value propositions based on the effects sought Influence the selection of our value propositions Influence the design of service, services and products Proximity between partners and customers Proximity between partners and customers Acceptance of the extended brand Selection of markets and segments Ability to service Selection based on cost Ability to service Selection based on ease of consumption Acceptance Order of execution Selection and acceptance Selection and acceptance Acceptance Reach Selection Cycles, flows and volume Ability to service
  13. 13. If you have enjoyed the sample material you have seen and think that a joint effort could help change the world then don't hesitate to make contact. All the best. Jörgen and Eva

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