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.

1. Business Model
PROJECT

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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