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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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Business ModelPROJECT
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 KammerforsChange Designer
Jörgen DahlbergChange Designer
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."
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
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
Capability
Project
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
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
2013Sep09
2014-Q3/Q42013-Q3/Q42013-Q1/Q2
2014Dec12
2014-Q1/Q2
.A 12% increase in sales 2014
...
...
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
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 methodsKey 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 deliverRelationships
• 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• ???
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
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
Ensureour value creation
Envisionour footprint
OurProjects
Enableour
members
Engageour
stakeholders
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
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
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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