The Project Business Model SWOT

This post is the sixth 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 SWOT

This a simple SWOT covering the basic assumptions you have over the external and internal forces influencing the project. The enhancers are forces that work to make your project a success. The silencers are forces that work to make your project disappear from the change radar.

Make sure that you follow the business model component structure when outlining the SWOT, to ensure that people easily can relate the work back to the Project Business Model Canvas. When we design the SWOT cards we follow these three simple rules:

  1. Internal forces should focus on business model components from the left side, that is Key partners, Key resources, Key activities.
  2.  External forces should focus on business model components from the right side, that is Customer segment, Relationships, Channels.
  3. All quadrants can use the business model components Value propositions, Effects, Revenue streams, Cost structure.



The Project Business Model SWOT

When you plan the project SWOT, do so in a workshop format. Give everyone a set of cards that they can outline their own view of the work 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. Don’t forget to work the conclusions from the SWOT exercise back into the material you have created and consider in all the future material.

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:

1. The Project Business Model

2. The Project Business Model Profile

3. The Project Business Model Results

4. The Project Business Model Timeline

5. The Project Business Model Sprintlines

Next in the Project Business Model series of posts:

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

5 thoughts on “The Project Business Model SWOT

  1. Interesting use of BMGen. However, by taking the Bmgen approach from one area (business alignment, analysis, and green field construction) and applying it to another (change initiative justification, stakeholder management, and strategic alignment) you run a risk. The risk is known as “golden hammer thinking” which occurs when you take a tool, meant for one purpose, and you USE that tool in another setting with the same approach or ideas underneath. You have been pretty careful, and I strongly applaud your efforts. However in the graphic above, you slipped a little. On the silencer-external side, you noted that the market was collapsing. Using the concept of Market for a business change initiative is a golden hammer mistake. You have a customer, and his or her needs. You may be building a service for more than one customer, and if you are, you can use the term Market. But you have been consistently using the term Canvas to apply to a single business change, and unless you are offering something that your customer can get NEARLY IDENTICALLY from another source, there is no market. To avoid golden hammer mistakes, it makes sense to drop the hammer and create a screwdriver… E.g. Make a new tool that is fit-for-purpose, with a different name, and clearly different terms and methods.

    Good luck

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