This post is the fourth 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 Timeline
The cue here is that value rises to the top and is released through the yellow date bubbles. If you work in an environment where the appetite for release is higher, then you could add smaller grey/red date bubbles. These grey/red bubbles would contain the outcomes of each sprint as it is related to a result, shown here as red rectangles. (More on sprints in the next post)
When you plan the project timelines work with the result card you created earlier and try to capture the essential release dates from a business perspective. Do the job in a workshop format. Give everyone all the cards created so far and a set of empty timeline 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.
This is as all the work in The Project Business Model a highly participative and visual way of creating the understanding of the project results and effects.
Earlier in the Project Business Model series of posts:
Next in the Project Business Model series of posts:
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