This post is the second in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors) whom I’ve shared many of the referred to business model experiences with.
The Project Business Model Profile
The focus on this is to add or remove any dimension that the people designing the project would want to profile it on. The classic way of doing project profiling is to use the Time, Cost and Quality dimensions, we like it to be a bit more flexible and so we allow people to choose dimensions as they see fit. In the sample below adding the risk dimension enables organisations governing on risk as the major dimension to express that in their project profiles. Likewise adding the capability dimension enables organisations to have the project focus on knowledge transfer.
In this sample there is only one project. If you are planning a multi project programme then you’d see shared dimensions and weights on the relations. Having the weights on the relations increases the likelihood of fantastic insights into the portfolio of projects.
When you plan the project profile, do so in a workshop format. Give everyone a set of cards that they can outline their own view of the projects on, then merge all cards on a wall sized card. After the merge the group can prioritize using dots or any other marker on the wall sized card.
Earlier in the Project Business Model series of posts:
Next in the Project Business Model series of posts:
3. The Project Business Model Results
4. The Project Business Model Timeline
5. The Project Business Model Sprintlines
6. The Project Business Model SWOT
7. The Project Business Model Blue Ocean Strategy
8. The Project Business Model Principles
9. The Project Business Model Stakeholder Groups
10. The Project Business Model Stakeholder Impacts