Report structure.docx

Report structure
1: Cover page
2: Executive summary
3: Table of contents
4: Introduction
A. Description of the application idea and its
value
B. BMC (business model canvas)
C. Who your audience is, and why you have

chosen this audience
5: Background/market research on your chosen field
A. Local market
B. Local competitors
C. Your customers
D. Best practices elsewhere (worldwide)
6: Stakeholders
A. Identification of stakeholders, their needs, and
expectations
B. Contact your stakeholders if possible
7: How you managed your report
A. introduction and project management phases.
B. WBS (work breakdown structure)
C. Project Plan schedule/gantt chart
8: Conclusion and recommendations:
9: References
10: Appendices
A. team code and minutes of meeting.
B. Survey or interview questions
C. anything more if needed

Introduction
Introduce the application, Neom, the chosen field ...etc
Conclusion
A concise summary that brings the content together and
summarise major points
Executive summary
Includes details on the whole project
Written at the end, presented in the beginning
Recommendations
Suggestions or proposal as to the best course of action
They are not the same...

Local market
Size, growth, statistics, needs..etc
Local competitors
Who are they, Direct or Indirect, strengths, weaknesses, your
competitive advantage
Your customers
Who are they, statistics, needs, and expectations
Best practices elsewhere (worldwide)
Examples of similar applications

Stakeholders
Internal and external
References
Harvard style:
in- text > at the end of the paragraph
(last name, publish date)
references list > at the end of the post
Last name, First Initial. (Year published). Title. URL. City:
Publisher, Page(s).

Report Format
Report format
Font: Times Roman
Size: 12
Line Spacing: 1.5
Alignment: Justified

Cover page
University logo
Application logo
Application name
Your names, IDs and Section.
Course name and teacher name
Submission date

Both Hard and Soft copies should be submitted, one through
Blackboard and the other during my office hours.
Thank You

2
Research Poster:
Is a visual and textual method of presenting an overview of your
research.
Poster Research is a summary of WHAT you did, HOW you did
it, and WHAT you learned.
Why using a poster?
Posters are an effective method of presenting academic work or
research in progress
A poster may be more memorable than a verbal presentation.
Poster components:
Title :
Application name and logo .
Authors :
(students name , ID number, department , and University
)
Abstract :
100 word to summary your mobile application idea .

Introduction :
Include the thinking process that went into the creation of
the application (goal, aims). How the app meets the project
criteria should be explained clearly and concisely;
Purpose :
Why your application is unique and a description of its
benefits and features .
6. How is it Work :
Details on how the application will function. Visualize of
how the App looks and how it might be developed
7. Target Audience :
Details on who the target market is, how they will be
targeted and why the App appeals to them
8. Conclusion
9. Resources

5
Research poster format
Type :
Academic research poster
Size :
Rollup size (85cm * 200cm)
Orientation :
Portrait

8
When creating a poster think of it as a story.
Every story needs a logical sequence.
Try going in columns from left to right and up to down.

Title
Authors names
Sub-headings
Body text
Captions
Recommended font sizes
Poster Design

MS PowerPoint
Adobe Illustrator
Adobe Photoshop
Adobe FreeHand (formerly Macromedia)
Corel Draw
Gimp
Canva
Piktochart
lucidpress
Or any other application
Programs and online tools for poster design
Online tools

Be creative and think outside of the box
Must be relevant and represent your application idea
Application name and logo

Your poster is the result of your hard work so be very detailed
with it.
Express yourself in the poster but be sure that the “expression”
is readable by your audience.
There are no specific rules on posters, just some guidelines so
be sure to include your own style into it.
Have fun doing it, you will learn something new.
Thank You

DICE
MT100P
Fall 2018
Assignment 3: Mobile app report (30%) and research poster
(20%)
Submission date: Weeks 12 and 13
This element of the module has two deliverables:
• a group report;
• a group research poster
Aim of the project
This project aims to conceptualize an innovative app that will
exploit the potential of smartphone
technology. You will develop a mobile app that could serve a
target audience in the Smart City ‘NEOM’.

Each team will precisely specify the team’s target audience.
Your project should meet the following
criteria. It must:
• be useful and engaging for the target audience;
• demonstrate a clear understanding of the potential of
smartphones;
• specifically address the chosen sector;
• be new, innovate and unique.
Your team is expected to be able to demonstrate that you:
• understand your target audience and the segment’s needs;
• can learn and apply idea-generation techniques;
• are able to elaborate on the problem/opportunity your app
solves/utilize and why this solution is
unique;
• can discuss any relevant health, safety, regulatory or legal
issues;
• can conceptualize your app.
Deliverable 1: Report
Each group must submit a hard and soft copy of the report by
week 14 on Sunday at 10 a.m. This report
will conceptualize an innovative app that could serve a target
audience in the Smart City ‘NEOM’. Teams
will be assessed via a project that will demonstrate your

research on the following. Each group will:
• decide on the sector (Tourism, Mobility, Energy and Water,
Biotech, Food, Media, Entertainment,
Tech and Digital Sciences, Tourism and Sport ) and the field of
knowledge the group will target;
• research a theme in general, using the best practices related to
apps in smart cities;
• evaluate the current situation and identify any existing
challenges;
• investigate which available plans could be used to change the
situation;
• identify the potential stakeholders and, if possible, make
contact with these stakeholders to acquire
firsthand information;
• evaluate any opportunities to improve the situation for target
audience.
Report structure
DICE
MT100P

Fall 2018
Please use the following structure:
1: Cover page
2: Executive summary, which includes details on the whole
project
3: Table of contents
4: Introduction, which includes:
a. what the project is about
b. who your audience is, and why you have chosen this
audience
5: Background research on your chosen field and audience,
including:
a. best practices elsewhere: section with good practice
elsewhere and relevant examples and
up-to-date statistics and references
b. background research on your chosen field and audience:
current situation, plans available
for change, up-to-date statistics and additional sources of
information
6: Identification of and contact with stakeholders; stakeholders
identified and contacted;
interviews or surveys performed, together with an analysis of
the results
7: How you managed your report, by applying project-
management phases
8: Conclusion and recommendations: a concise summary that
brings the content together and
demonstrates clear reasons for what you have done
9: References
10: Appendices (if needed)

Word count: 4000 words.
Your assignment is expected to be able to demonstrate that you:
• understand the current climate in relation to mobile apps;
• understand your target audience and the segment’s needs;
• can elaborate on what problem your app solves and why the
app is unique;
• have conducted background research on the problem and the
mobile app industry in general.
A hard copy of the report should be submitted to the lecturer,
and a soft copy of the poster should be sent
to the lecturer’s email and submitted on Blackboard prior to the
deadline.
Deliverable 2: Research poster
The aim of this part of the project is to create a research poster.
Each group will submit a research poster
that conceptualizes the design of the group’s mobile app, linked
to the research report (i.e., deliverable 1).
The poster should include:
• the thinking process that went into the app’s creation;
• how the app will function;
• how the target market will be addressed.
You will be assessed on an A0 poster, which must be submitted

electronically by week 12 and displayed
on week 13 in the projects showcase. Each group is responsible
for the printing and displaying of their
poster at the designated position when required. Each poster
must clearly and concisely include:
• the name and ID of each team member;
• the name and a 100-word summary of your app;
subuntion date
go
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DICE
MT100P
Fall 2018
• a description of your app idea; how the app meets the project
criteria should be explained clearly
and concisely;
• identification of the target audience, and why your app will
appeal to them;
• evidence of the uniqueness of your app;
• a detailed description of the app, including its benefits and
features;
• a visualization of how your gaming app might look,

illustrating the user experience.
A soft copy of the poster should be sent to the lecturer’s email
and submitted on Blackboard prior to the
deadline.
Digital Innovation, Creativity and
Enterprise
Week 2:
Introduction to Project Management
Session Outline
Project Scope Management
Project Time Management
Project Communication Management
Project Risk Management
Project Procurements Management
�2
PROJECT SCOPE MANAGEMENT
�4

Scope
The term Scope refers to:
Product Scope: the features and functions that characterize a
product, service, or result;
Project Scope: the work that need to be accomplished to
deliver a product, service, or result with the specified features
and functions.
Project Scope Management
̔ Project Scope Management includes the processes
required to ensure that the project includes all the work
required, and only the work required, for completing
the project successfully.
Project scope management processes includes:
̔ Collect requirement
̔ Define Scope
̔ Create WBS
̔ Verify Scope
̔ Control Scope
�5
̔ C o l l e c t R e q u i r e m e n t i s t h e
p r o c e s s o f d e f i n i n g a n d
documenting stakeholders needs to

meet the project objectives.
�6
̔ D e f i n e S c o p e i s t h e
process of developing a
detailed description of the
project and product.
̔ Create Work breakdown
structure WBS is the
process of subdividing
project deliverables and
project work into smaller,
m o r e m a n a g e a b l e
components.
̔ Ve r i f y S c o p e i s t h e
process of formalising
a c c e p t a n c e o f t h e
c o m p l e t e d p r o j e c t
deliverables.
̔ Control Scope is the
process of monitoring
the status of the project
an product scope and
managing changes to
the scope baseline.
PROJECT TIME
MANAGEMENT

Project Time Management
̔ Project Time Management includes the processes required to
manage timely completion of the project.
Project time Management processes:
̔ Define Activities
̔ Sequence Activities
̔ Estimate Activity Resources
̔ Estimate Activity Durations
̔ Develop Schedule.
̔ Control Schedule
�8
̔ Define Activities is identifying the
specific action to be performed to
produce the project deliverables.
̔ Sequence Activities is the process
of identifying and documenting
relationships among the project
activities.
̔ Estimate Activity Resources is the
process of estimating the type and
q u a n t i t i e s o f m a t e r i a l , p e o p l e ,
equipment or supplies required to
perform each activity.
̔ Estimate Activity Durations is
the process of approximating the
number of work periods needed

to complete individual activities
with estimated resources.
̔ D e v e l o p S c h e d u l e i s t h e
process of analyzing activity
sequence, durations, resource
r e q u i r e m e n t s a n d s c h e d u l e
constraints to create the project
schedule.
̔ Control Schedule is the process
of monitoring the status of the
p r o d u c t t o u p d a t e p r o j e c t
progress and manage changes to
the schedule baseline.
�9
PROJECT COMMUNICATIONS
MANAGEMENT
�11
Project Communications Management is a processes required to
ensure timely and appropriate generation, collection,
distribution,
storage, and ultimate disposition of project information.
Communication management project which include the
following:
̔ Identify stakeholders
̔ Plan communications

̔ Distribute information
̔ Manage stakeholder expectations
̔ Report Performance
Project Communications Management
̔ Identify Stakeholders is the process
of identifying people/organizations
impacted by the project, documenting
their interests, involvement, and
impact on the project success.
̔ Plan Communications is the process
o f d e t e r m i n i n g t h e p r o j e c t
stakeholder information needs and
defining a communication approach. *
̔ Distribute Information is the
p r o c e s s o f m a k i n g r e l e v a n t
information available to project
stakeholders as planned. **
̔ M a n a g e S t a k e h o l d e r
Expectations is a process of
communicating and working with
stakeholder to meet their needs
and addressing issues as they
occur.
�12
̔ Report Performance is the process of collecting

and distributing performance information
including status reports, progress measurements,
and forecasts. ***
PROJECT RISK
MANAGEMENT
Project Risk Management
Project Risk Management is the process of conducting risk
management planning, identification, analysis, response
planning, and monitoring and control on a project.
Project risk management processes :
̔ Plan risk management
̔ Identify risks
̔ Perform qualitative risk analysis
̔ Perform quantitative risk analysis
̔ Plan risk responses
̔ Monitor and control risks
�14
̔ Plan Risk Management is the process
of how to conduct risk management
activities.
̔ Identify Risks is the process of
determining which risks may affect the
project and documenting their

characteristics.
̔ Perform Qualitative Risk Analysis is
the process of prioritizing risks for
further analysis or action by assessing
and combining their probability of
occurrence and impact.
̔ P e r f o r m Q u a n t i t a t i v e R i s k
A n a l y s i s i s t h e p r o c e s s o f
numerically analyzing the effect of
identified risks on overall project
objectives.
̔ Plan Risk Responses is the
process of developing options and
actions to enhance opportunities
and to reduce threats to project
objectives.
̔ Monitor and Control Risks is the
process of implementing risk
response plans, tracking identified
risks, monitoring residual risks,
i d e n t i f y i n g n e w r i s k s , a n d
e v a l u a t i n g r i s k p r o c e s s
effectiveness throughout the
project. *
�15
PROJECT PROCUREMENT
MANAGEMENT

PROJECT PROCUREMENT MANAGEMENT
̔ Project Procurement Management is the processes
necessary to purchase or acquire products, services, or
results needed from outside the project team.
Procurement management processes:
̔ Plan procurements
̔ Conduct procurements
̔ Administer procurements
̔ Close procurements
�17
̔ Plan Procurements is the process
of documenting project purchasing
decisions, specifying the approach,
and identifying potential sellers.*
̔ Conduct Procurements is the
p r o c e s s o f o b t a i n i n g s e l l e r
responses, selecting a seller, and
rewarding a contract.
̔ Administer Procurements is the
process of managing procurement
relationships, monitoring contract
performance, and making
changes and corrections as
needed.
̔ Closing Procurements is the

process of completing each
project procurement. **
�18
Digital Innovation, Creativity and
Enterprise
Week 2:
Introduction to Project Management
Project Integration Management
Session Outline
̔ Introduction to PMBOK
̔ Project
̔ Project Management
̔ Project Life cycle
̔ Project Phases
̔ Stakeholders
̔ Project Management Process Groups
̔ Project Management Knowledge Areas
̔ Define Project and Project
Management
̔ Describe Project Life Cycle and
Project Phases

̔ Identify Stakeholders
̔ List Project Management Process
Groups and Project Management
Knowledge Areas
�2
Introduction
̔ Project Management Institute (PMI) global standards provide
guidelines, rules and characteristics for project, program and
portfolio management. These standards are widely accepted.
̔ A Guide to the Project Management Body of Knowledge
(PMBOK® Guide) is a recognised standard for the project
management profession.
̔ A standard is a formal document that describes established
norms, methods, processes and practices.
̔ The increasing acceptance of project management indicates the
application of appropriate knowledge, processes, skills,
tools and techniques can have a significant impact on process
success.
�3
What is a Project?
�44

Project is a temporary endeavour
undertaken to create a unique product,
service or result.
• Projects have a definite beginning and
end
• Temporary does not necessarily mean
short in duration
• Every project creates a unique product,
service, or result
Project can create:
➢ Product that can be either a component
of another item or an end item itself
➢ Capability to perform a service
➢ Result such as an outcome or document
̔ Examples of projects:
̕ Developing a new product or service
̕ Effecting a change in the structure, staffing, or style
of an organisation
̕ Developing or acquiring a new or modified
information system
̕ Constructing a building or infrastructure

̕ Implementing a new business process or procedure
�5
̔ Managing a project includes:
̕ Identifying requirements.
̕ Addressing the various needs,
concerns, and expectations of
the stakeholders.
̕ Balancing the competing project
constrains.
̔ The relationship is if any one factor
changes, at least one other factor is
likely to be affected.
Project Constrains
�6
*The main constrains that apply to you in this module.
Constraints
Scope*
Quality*
Schedule*
Budget

Resources
Risk
Operations Management and Project Management
̔ Operations Management
Operations are an organisational
function performing the ongoing
execution of activities that produce
the same product or provide the
repetitive service (e.g. production
o p e r a t i o n s , m a n u f a c t u r i n g
operations, accounting operations).
O p e r a t i o n s a r e p e r m a n e n t
endeavours that produce repetitive
outputs.
Functional manager provides
m a n a g e m e n t o v e r s i g h t a n d
operations manager is responsible
for a facet of the core business.
̔ Project Management
Projects require project
m a n a g e m e n t w h i l e
operations require business
process management or
operations management.
Projects are temporary
endeavours.

Project manager is the person
assigned by the performing
organisation to achieve project
objectives.
�7
Enterprise Environmental Factors
�8
Project Life Cycle
̔ Project life cycle is the collection of generally sequential and
sometimes overlapping project phases
whose name and number are determined by the management and
control needs of the organisation
or organisations involved in the project, the nature of the
project itself, and its area of application.
̔ The project lifecycle can be determined by:
̕ unique aspects of the organisation
̕ industry
̕ technology employed
̔ Every project has:
̕ A definite start and a definite end,
̕ the specific deliverables and activities that take place in
between will vary widely.
̔ The life cycle provides the basic framework for managing the
project, regardless the specific work

involved.
�9
Project Life Cycle
̔ Projects vary in size and complexity.
̔ No matter how large or small, simple or complex,
all projects can be mapped on life cycle structure:
̕ Starting the project
̕ Organising and preparing
̕ Carrying out the project work
̕ Closing the project
̔ This generic life cycle structure is used when
communicating with upper management or other
entities less familiar with the details of the project.
�10
Assignment
Overview
Project Phases
̔ Project phases are divisions within a project where extra
control is needed to effectively manage the
completion of a major deliverable.
̔ Project phases are typically completed sequentially, but can
also overlap.

̔ The phase structure allows the project to be segmented into
logical subsets for ease of management,
planning, and control.
̔ Some projects will have only one phase, while other projects
may have many phases.
̔ There is no single way to define the ideal structure for the
project.
̔ Much depends on the nature of specific project and the style of
the project team or organisation.
�11
Single and Multiple Phase Projects
�12
1. Single phase project
2. Sequential phase-to-phase relationship
3. Overlapping phase-to-phase relationship
Stakeholders
̔ Stakeholders are persons or organisations, who are
actively involved in the project or whose interests may be
positively or negatively affected by the performance or
completion of the project.
̔ Project management team must identify both internal and

external stakeholders in order to determine the project
requirements and expectations of all parties involved.
̔ Project manager must manage the influence of the
various stakeholders to ensure the successful outcome.
̔ *READ P.56
�13
̔ Stakeholders have varying levels of responsibility
and authority (from occasional contribution to full
project sponsorship) and these can change over
project life cycle.
̔ Stakeholder identification is a continuous process
and can be difficult.
̔ Project can be perceived as having both positive
and negative results by stakeholders.
�14
Project Management Processes
̔ Project Management is the application of knowledge, skills,
tools,
and techniques to project activities to meet the project
requirements.
̔ Process is a set of interrelated actions and activities performed
to

achieve a pre-specified product, result, or service.
̔ Each process is characterised by its inputs, tools and
techniques that can be applied, and the resulting outputs.
̔ Project management processes are grouped into 5 categories
known as Project Management Process Groups.
�15
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring
and
Controlling
Process
Group
Closing
Process
Group
Project Management Processes

̔ Project management processes are presented as discrete
elements with well-defined interfaces. However, in practice
they overlap and interact.
̔ Integrative nature of the project management required that
Monitoring and Controlling Process Group interact with other
Process Groups.
̔ The Initiating Process Group begins the project and the
Closing Process Group ends it.
̔ Project Management Process Groups are linked by the
outputs they produce.
̔ Process Groups are overlapping activities that occur
throughout the project.
̔ The output of one process becomes and input to another
process or is a deliverable of the project.
�16
Project Management Process Groups
�17
̔ 5 Project Management Process Groups are required for any
project.

̔ 5 Project Management Process Groups have clear dependencies
and
are performed in the same sequence.
̔ Process Group includes the constituent project management
processes that are linked by respective inputs and outputs where
the
result or outcome of one process becomes the input to another.
̔ Process Groups are not project phases.
̔ 42 project management processes into 5 Project Management
Process Groups and 9 Project Management Knowledge Areas.
̔ Project management processes are shown in Process Group in
which
most of the activity takes place. �18
Project Management Process Groups and Knowledge
Areas
1. Initiating Process Groups consists of those processes
performed to define a new project or a new phase of an existing
project
by obtaining authorization to start the project or phase.
2. Planning Process Groups consists of those processes
performed to establish the total scope of the effort, define and
refine the
objectives, and develop the course of action required to attain

those objectives.
3. Executing Process Group consist of those processes
performed to complete the work defined in the project
management plan
to satisfy the project specifications.
4. Monitoring and Controlling Process Group consists of those
processes required to track, review, and regulate the progress
and performance of the project; identify any areas in which
changes to the plan are required; and initiate the corresponding
changes.
5. Closing Process Group consists of those processes performed
to finalise all activities across all Project Management Process
Groups to formally complete the project, phase, or contractual
obligations.
�20
Initiating Process Group
̔ Initiating Process: Group consists of those processes performed
to
define a new project or a new phase of an existing project by
obtaining authorization to start the project or phase
❖ Initial scope is defined and initial financial resources are
committed
❖ Internal and external stakeholders are identified.
❖ Project manager is selected.
❖ This information is captured in the project charter and
stakeholder

register.
❖ When the project charter is approved, the project becomes
officially
authorised.
❖ Initiating processed may be performed externally to the
project’s
scope of control.
�21
Project Boundaries
̔ Project management team may help
to write a project charter, approval and
funding is handled external to the
project boundaries
�22
Project management team may help to write a project charter,
approval and funding is handled external to the project
boundaries
Project Management Process Groups and Knowledge
Areas
Project integration

management
�24
Project integration management
̔ Project Integration Management includes the processes and
activities
needed to identify, define, combine, unify, and coordinate
various
processes and project management activities within Project
Management Process Groups.
̔ Project Integration Management involves making choices
about:
resource allocation, making trade-offs among competing
objectives and
alternatives, and managing the interdependencies among the
project
management Knowledge Areas.
�25
Project Integration Management
Processes
�26
4.1. Develop Project Charter
4.2. Develop Project Management Plan

4.3. Direct and Manage Project Execution
4.4. Monitor and Control Project Work
4.5. Perform Integrated Change Control
4.6. Close Project or Phase
Project Integration: Develop Project Charter
̔ Develop Project Charter is the process of developing a
document
that formally authorises a project or a phase and documenting
initial
requirements that satisfy the stakeholder’s needs and
expectations.
�27
Project Integration: Develop Project Management Plan
̔ Develop Project Management Plan is the process of
documenting the actions necessary to define, prepare, integrate,
and coordinate all subsidiary plans.
̔ Project management plan defines how the project is planned,
executed, monitored and controlled, and closed.
̔ Project management plan content will vary depending upon
application are and complexity of the project.
̔ Project management plan is developed through series of
integrated processes until project closure.

�28
̔ Project management plan can be either summary level or
detailed,
and can be composed of one or more subsidiary plans.
̔ Each subsidiary plan is detailed to the extent required by the
specific project.
̔ Project baselines include, but are not limited:
̕ Schedule baseline
̕ Cost baseline
̕ Scope baseline
̔ Subsidiary plans include, but not limited to:
̕ Scope management plan
̕ Schedule management plan
̕ Cost management plan
̕ Quality management plan
̕ Human resource management plan
̕ Communications management plan
̕ Risk management plan
̕ Procurement management plan
�29
̔ Project management plan should include:
̕ Collect requirements
̕ Define scope

̕ Create work breakdown structure (WBS)
̕ Define and sequence activities
̕ Estimate activity resources and durations
̕ Develop schedule
̕ Estimate costs
̕ Determine budget
̕ Plan quality
̕ Develop HR plan
̕ Plan communications
̕ Plan risk management
̕ Plan procurements
�30
̔ Subsidiary plans include (but not
limited to):
̕ Scope
̕ Requirements
̕ Schedule
̕ Cost
̕ Quality
̕ HR
̕ Communications

̕ Risk
̕ Procurement
�31
Project Integration: Direct and Manage Project Execution
̔ This Process Group involves coordinating people and
resources, as well as integrating and
performing the activities of the project in accordance with the
project management plan.
̔ A large portion of the project’s budget will be expended in
project execution processes.
̔ Executing includes these project management processes:
̕ Direct and manage project execution
̕ Perform quality assurance
̕ Acquire, develop, and manage project team
̕ Distribute information
̕ Manage stakeholder expectations
̕ Conduct procurements
�32
Project Integration: Monitor and Control Project
Work
̔ The key benefit of this Process Group is that project
performance is observed and
measured regularly and consistently to identify variances from
the project

management plan.
̔ This Process Group includes the following project management
processes:
̕ Monitor and control project work
̕ Perform integrated change control
̕ Verify and control scope
̕ Control schedule and costs
̕ Perform quality control
̕ Report performance
̕ Monitor and control risks
̕ Administer Procurements
�33
Project Integration: Perform Integrated Change Control
̔ Perform Integrated Change Control is the process of
reviewing all change requests, approving changes and
managing changes to the deliverables, organisational process
assets, project documents and the project management plan.
̔ Perform Integrated Change Control process is conducted from
project beginning through completion.
�34
Project Integration: Close Project or Phase
̔ Close Project or Phase is the process of finalising all activities
across all
of the Project Management Process Groups to formally complete

the
project or phase.
̔ This Process Group includes the following project management
processes:
̕ Close project or phase
̕ Close procurements
�35
Project Integration Management Overview
�36
Digital Innovation, Creativity and Enterprise
Week 6: Building Business Models
2
Session Outline
■ What is a Business model ?

■ The Four Parts of a Business Model.
■ The Customer Value Proposition (CVP).
■ Different Types of CVPs and Customer Segments.
■ The Business Model Canvas (BMC).
What is a Business Model ?
■ It is a conceptual framework that describes how a
company creates, delivers, and extracts value.
■ It includes a network of activities and resources to create
a sustainable and scalable business that delivers value
to target customers.
■ Business models help entrepreneurs generate value and
scale.
3
■ In any company (big, small, new, old) must always be poised
for
adjustment and changes as new information is received and

market
change.
4
The Business Model
” A startup is a temporary organization in
search of a scalable business model”
Steve Blank
5
The Four Parts of a Business Model
The business model consists of four main interlocking parts that
together create ‘the business’. Without these four parts, there is
no
business, no company, no opportunity. These are as follows:
■ The Offering.
■ The Customers.

■ The Infrastructure.
■ The Financial Viability.
6
The Offering
■ The first part of the business model, which identifies
what you are offering to a particular customer segment,
the value generated for those customers, and how you
will reach and communicate with them.
■ The offering includes the customer value proposition
(CVP), that describes exactly what products or services
your business offers and sells to customers.
7
Customers
■ Entrepreneurs typically can’t serve everyone in a market,
so you have to choose whom best to target.

■ You have to determine how you will reach those
segments and how you will maintain a relationship with
the customer.
8
Infrastructure
■ It is generally includes all the resources (people,
technology, products, suppliers, partners, facilities,
cash, etc.) that an entrepreneur must have in order to
deliver the CVP.
9
Financial Viability
■ Defines the revenue and cost structures a business needs to
meet its operating expenses and financial obligations.
■ How much will cost to deliver the offering to our customers ?
10

The Customer Value Proposition (CVP)
11
It is the most important part of your business model, and for
your CVP to be truly effective, it needs three qualities:
■ It must offer better value than the competition.
■ It must be measurable in monetary terms.
■ It must be sustainable.
The CVP means thinking about your business from
the customer’s viewpoint rather than from an
organizational perspective. Your CVP must
demonstrate that you are meeting the needs of
various customer segments.
12

Four Problems Experienced by
Customers:
Customer encounter at least one of four problems that prevent
them from getting a job done. These problems include:
13
Lack of Skills Lack of Access
Lack of Time Lack of Money
What job is the customer trying to get done ?
14
• Swedish home furnishings company IKEA understood the goal
of
customers who needed to furnish their rooms or apartments on a
tight
budget but did not want to settle for unattractive, secondhand
pieces.
• FedEx made the job of transporting a letter or package
overnight from
point A to point B effortless in comparison with regular mailing
and
parcel delivery services.

• Tata Motor created a CVP focused on providing an affordable,
safe,
more comfortable mode of transport for the low price of $2,500.
Different Types of CVPs and Customer Segments
Three main types of approaches in creating value
propositions:
■ The All-Benefits
■ The Points-of-Difference
■ The Resonating-Focus
15
The All-Benefits
■ It involves identifying and promoting all the benefits of
your product or service to target customers, with little
regards to the competition or any real insight into what

customer really wants or needs.
■ It is overly product focused.
16
The Points-of-Difference
■ A type of approach that focuses on the product or
service relative to the competition and how the
offering is different from others on the market.
17
The Resonating-Focus
■ A type of CVP that describes why people will really like
your product and focuses on the customers and what
they really need and value.
■ Also, called "just what the customer wants” or “product-

market fit”.
18
■ As knowledgeable entrepreneur, you must realize
that a major part of your business proposition is to
figure out which customers to focus on and which
ones to ignore.
■ For example, if you are trying to sell luxury yachting
experiences, you may target professionals between
30 and 65, with a high income, who live in location
close to water, and who have an interest in water
sports.
19
Defining Your Target Customer
Types of Customer Segments:

■ Businesses often have different CVPs for each customer
segment. This is to ensure they are meeting the needs of
the customers within each segment.
20
Some examples of different customer segments targeted by
different types of businesses include:
■ Mass markets
■ Niche markets
■ Segment markets
■ Diversified markets
■ Multisided markets.
Matching the right CVP to targeted customer segments is
essential to the development of a scalable business model.
21
Types of Customer Segments:

The Business Model Canvas (BMC)
■ It is a type of visual plan that depicts the business on
one page by filling in nine blocks of business model:
1. Customer Value Proposition.
2. Customer Segments.
3. Channels (e.g. online).
4. Customer Relationships
5. Key Activities (e.g. sales management).
6. Key Resources (e.g. people, information & technology).
7. Key Partners (e.g. suppliers).
8. Revenue Streams.
9. Cost Structure.
22

23
The Business Model Canvas (BMC)
Remember a business model is about creating,
capturing, and delivering value. The business
Model Canvas is a great tool to help you think
about this, and encourages you to find answers to
the most important questions and think about them
in a structured way.
24
DICE MODULE
Market Research
What is Market Research?
Market Research can be defined as:

“the process of gathering, analyzing and interpreting
information about (1) a
specific market, (2) a product or service to be offered for sale in
that market,
(3) about the past, present and potential customers for the
product or service;
(4) research into the characteristics, spending habits, location
and needs of
your business's target market, the industry as a whole, and the
particular
competitors you face”.
In other words, it is the process of gathering information which
makes
entrepreneurs more aware of how the people they hope to sell to
would
react to your current/potential products and/or services.
Market research thus provides relevant data to help the
entrepreneur
solve challenges that a business will most likely face.
2
What is Market Research? (cont.)
❖ It is an organised and systematic effort to gather information
about
customers or markets. It is a key component of any business
strategy and
provides information about market needs, market sizes,
competitors and

customers.
3
❖ Market research allows you to identify threats and
opportunities in the
market place and provides the information on which you can
make
informed decisions. The more accurate the information - the
better the
decision. Market research therefore reduces the risk involved in
making
these decisions. It also reduces the risk of not being able to
make decisions
because you did not have the information at hand (for example,
a change
in the market that catches you by surprise)
Market research can be a primary factor in helping
entrepreneurs to:
1. Understand customers and their preferences.
2. Identify opportunities to grow and increase profits.
3. Recognize and plan for industry and economic shifts.
4. Identify / Monitor competition in the market.

5. Mitigate risks in entrepreneurs business decisions.
Why Market Research is Important?
❖ To know better what you are going to do
❖ Better insight on target customer
❖ Customer behaviour pattern
❖ Analysis on competitor
❖ Expedite smooth new product introduction
❖ Reduce risk and loss significantly
❖ Market research is often conducted to address one or
more of the “4Ps” of marketing (product, price, place,
and promotion).
❖ The purpose of market research should be clearly
defined prior to conducting the research.
❖ This means the problem that needs to be solved and
the information necessary to find the solution should
be outlined before undertaking any research
6

Conducting Market Research
Market Research Data
1. Primary Data: (Quantitative or Qualitative) This is the
research collected by the entrepreneur himself. (e.g. via
questionnaires to obtain information about customer buying
preferences).
2. Secondary Data: This type of research is already compiled
and organized. Examples of secondary information include
reports and studies by government agencies, trade associations
or other businesses within your industry.
7
8
Primary Data Methods
Conducting primary market research can be broken
down into two methods:
1. Quantitative: the collection of numerical data often
resulting in statistical analysis to understand trends
in the data.
2. Qualitative: provides reasoning for consumer
actions, opinions, wants and needs; it helps you
understand why a consumer has acted and

purchased in a certain way.
HINT: Based on your needs, sometimes in order to
gain a full understanding of a business environment,
the marketplace & the consumers within it, it is wise
to conduct both.
9
Secondary Data Sources
Secondary market research data can include:
1. Public Sources (e.g., Sources available in government
departments,
business departments of public libraries, etc.).
2. Commercial Sources (e.g., valuable, but usually, involve cost
factors
such as subscription fees. Sources include research and trade
associations, banks and other financial institutions, and publicly
traded
corporations).
3. Educational Sources (e.g., educational institutions that
conduct
research in various ways, ranging from faculty-based projects,
theses,
and assignments).
Sources of secondary research include: - Libraries - Internet

search engines - Trade or industry
organisations - Research results published in the media, etc.
10 10
Surveys
11
❖ Surveys are perhaps the most common method of
primary data collection.
❖ There are a variety of different survey collection
methods, including mail surveys, telephone surveys,
face-to-face (in-person) interviews, and Internet
surveys.
❖ Less formal surveys methods may also include
observation and informal interviews.
❖ The choice of which survey method to use depends on
many factors, including the number of respondents the
surveyor desires, the time frame in which the data must
be collected, the characteristics of the population to be

surveyed, and, of course, the budget.
Surveys, of which there are many different types, are one of the
most popular methods
of collecting primary data. The type of survey used and the
question formats on the
survey should take into consideration the type of information
the surveyor is looking to
collect, the population of interest, and the skills of the surveyor
or survey team.
Survey Strategies
12
❖ Multiple Choice: The multiple choice format poses a
question to the survey respondents and then provides
them with a list of responses to choose from. The
multiple choice format can offer the respondent three
or more responses, or just two: yes or no (this question
format is known as dichotomous choice).
Survey Strategies
13
❖ Rating Scales: Rating scales allow survey respondents
to indicate their level of agreement with a statement,

or to rate the level of importance of a specific feature
of a product or service. Benefits of rating scales are
that they are relatively straightforward for
respondents to understand and are less difficult to
analyze than some of the other question formats. A
drawback to rating scales is that they can only be used
for certain types of questions.
Open-Ended Questions
14
❖ Open-ended questions: An open-ended question
poses a question to the respondent and asks him/her
to write out his/her response. While open-ended
questions can provide a lot of information, they are
problematic enough that many researchers try to
avoid them. To begin with, they require more effort
on the part of the respondent, and so may lead the
respondent to skip the question or quit the survey
entirely. The open-ended nature also leaves the
interpretation of the question up to the respondent, so
the responses may not be entirely what the surveyor
was looking for.
Video
15
https://www.youtube.com/watch?v=CCKHH9jjS0s

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