This post is the seventh 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 Blue O’ Strategy
Use this map after you’ve done the SWOT to fine tune the mitigation of the influencing forces on the project. If you precede each mitigating effort with the ID of the influencer taken from the SWOT you will have an added traceability to your decisions.
Which factors should be added to ensure a strong performance and result?
Which of the factors should be removed to ease the project(s) success?
Which factors should be reduced as far as possible such that the risk can be tolerated?
Which factors should be grown to accommodate the positive effects it already has?
When you work with the project blue o’ strategy, do so in a workshop format. Give everyone a set of cards containing the SWOT and some empty blue e’ strategy 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.
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.
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Earlier in the Project Business Model series of posts:
2. The Project Business Model Profile
3. The Project Business Model Results
4. The Project Business Model Timeline
5. The Project Business Model Sprintlines
6. The Project Business Model SWOT
Next in the Project Business Model series of posts:
8. The Project Business Model Principles
9. The Project Business Model Stakeholder Groups
10. The Project Business Model Stakeholder Impacts
Achieving Business Outcome With Enterprise Architecture 
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