DTU ProjectLab - User contributions [en-gb]

Use of Business Model Canvas to Kickstart the project management

2019-02-28T13:21:06Z

S123790: /* Limitations to be aware of when including the BCM in project managing */

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to start of project management will be described in detail.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall is a sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]]. The affect of working by the agile or waterfall method is described and then all similar methods for both agile and waterfall is explained.

The similar methods are some generel management tools typical to start the process of managaging and the main focus from the Business Model Canvas is in key activities, key ressources, value proposition and customer segment.

First you will find a very brief description of the Business Model Canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name="BMC">Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.</ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name="BMC" />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name="BMC" />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name="BMC" />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name="BMC" />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name="BMC" />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name="BMC" />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name="BMC" />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name="BMC" />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name="BMC" />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name="BMC" />

=Affect of Business Model Canvas for waterfall method compared to agile method=
Working by the method of the waterfall model, increase the need of information right from the beginning of managing as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of managing a project to avoid any mistakes made from the start. Any mistakes in the analysis will just follow along in the waterfall method. Typical the waterfall method works well if the business plan is all done and is not to be changed again. Changing the business plan will mst likeliy cause the project managing to start over. So the business model can support the managing of a project working by the waterfall method, but the project managing work will not support the business model.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation is not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the Business Model Canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==

This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

[[File:Eff.png|center|none|thumb|300px|Efficiency vs. effectiveness and it's consequenses. Used by Common Creative requirements. <ref name=''Effi''> ''https://agilebacon.com/words-mean-things-efficient-and-effective/'' </ref>]]

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages <ref name="ECM"> "Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education." </ref>.

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them<ref name="ECM" />
. Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

[[File:Comp.JPG|center|none|thumb|300px|Competitive advantages. <ref name="ECM" />]]

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be <ref name="ECM" />. To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services.<ref name="ECM" /> This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

[[File:Entry.JPG|center|none|thumb|300px|Barriers to entry. <ref name="ECM" />]]

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to contain any final results for managing.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners are those who is part of the project by bringing ressources, whereas stakeholders are anyone that can influence of be influenced by the project. The key activities differs between the business model and project management, again because the project management needs a much more comprehensive analysis of activities and include all activities that takes part of getting the project started and in the business model it only contain activities necessary to keep the project going.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects relates to eachother in a reasonable way. For example if the value proposition is to produce cheap fast food and the customer segment is a niche marketm, then there is a misalignment due to the fact that producing it to be cheap require the amount of sold products to be high. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T13:07:45Z

S123790: /* Barriers to entry */

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to start of project management will be described in detail.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall is a sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]]. The affect of working by the agile or waterfall method is described and then all similar methods for both agile and waterfall is explained.

The similar methods are some generel management tools typical to start the process of managaging and the main focus from the Business Model Canvas is in key activities, key ressources, value proposition and customer segment.

First you will find a very brief description of the Business Model Canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name="BMC">Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.</ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name="BMC" />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name="BMC" />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name="BMC" />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name="BMC" />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name="BMC" />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name="BMC" />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name="BMC" />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name="BMC" />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name="BMC" />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name="BMC" />

=Affect of Business Model Canvas for waterfall method compared to agile method=
Working by the method of the waterfall model, increase the need of information right from the beginning of managing as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of managing a project to avoid any mistakes made from the start. Any mistakes in the analysis will just follow along in the waterfall method. Typical the waterfall method works well if the business plan is all done and is not to be changed again. Changing the business plan will mst likeliy cause the project managing to start over. So the business model can support the managing of a project working by the waterfall method, but the project managing work will not support the business model.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation is not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the Business Model Canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==

This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

[[File:Eff.png|center|none|thumb|300px|Efficiency vs. effectiveness and it's consequenses. Used by Common Creative requirements. <ref name=''Effi''> ''https://agilebacon.com/words-mean-things-efficient-and-effective/'' </ref>]]

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages <ref name="ECM"> "Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education." </ref>.

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them<ref name="ECM" />
. Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

[[File:Comp.JPG|center|none|thumb|300px|Competitive advantages. <ref name="ECM" />]]

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be <ref name="ECM" />. To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services.<ref name="ECM" /> This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

[[File:Entry.JPG|center|none|thumb|300px|Barriers to entry. <ref name="ECM" />]]

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

File:Entry.JPG

2019-02-28T13:07:08Z

S123790:

Use of Business Model Canvas to Kickstart the project management

2019-02-28T13:06:57Z

S123790:

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to start of project management will be described in detail.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall is a sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]]. The affect of working by the agile or waterfall method is described and then all similar methods for both agile and waterfall is explained.

The similar methods are some generel management tools typical to start the process of managaging and the main focus from the Business Model Canvas is in key activities, key ressources, value proposition and customer segment.

First you will find a very brief description of the Business Model Canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name="BMC">Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.</ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name="BMC" />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name="BMC" />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name="BMC" />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name="BMC" />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name="BMC" />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name="BMC" />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name="BMC" />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name="BMC" />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name="BMC" />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name="BMC" />

=Affect of Business Model Canvas for waterfall method compared to agile method=
Working by the method of the waterfall model, increase the need of information right from the beginning of managing as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of managing a project to avoid any mistakes made from the start. Any mistakes in the analysis will just follow along in the waterfall method. Typical the waterfall method works well if the business plan is all done and is not to be changed again. Changing the business plan will mst likeliy cause the project managing to start over. So the business model can support the managing of a project working by the waterfall method, but the project managing work will not support the business model.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation is not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the Business Model Canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==

This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

[[File:Eff.png|center|none|thumb|300px|Efficiency vs. effectiveness and it's consequenses. Used by Common Creative requirements. <ref name=''Effi''> ''https://agilebacon.com/words-mean-things-efficient-and-effective/'' </ref>]]

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages <ref name="ECM"> "Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education." </ref>.

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them<ref name="ECM" />
. Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

[[File:Comp.JPG|center|none|thumb|300px|Competitive advantages. <ref name="ECM" />]]

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be <ref name="ECM" />. To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services.<ref name="ECM" /> This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

[[File:Entry.JPG|center|none|thumb|300px|Competitive advantages. <ref name="ECM" />]]

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T12:58:36Z

S123790:

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to start of project management will be described in detail.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall is a sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]]. The affect of working by the agile or waterfall method is described and then all similar methods for both agile and waterfall is explained.

The similar methods are some generel management tools typical to start the process of managaging and the main focus from the Business Model Canvas is in key activities, key ressources, value proposition and customer segment.

First you will find a very brief description of the Business Model Canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name="BMC">Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.</ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name="BMC" />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name="BMC" />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name="BMC" />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name="BMC" />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name="BMC" />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name="BMC" />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name="BMC" />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name="BMC" />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name="BMC" />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name="BMC" />

=Affect of Business Model Canvas for waterfall method compared to agile method=
Working by the method of the waterfall model, increase the need of information right from the beginning of managing as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of managing a project to avoid any mistakes made from the start. Any mistakes in the analysis will just follow along in the waterfall method. Typical the waterfall method works well if the business plan is all done and is not to be changed again. Changing the business plan will mst likeliy cause the project managing to start over. So the business model can support the managing of a project working by the waterfall method, but the project managing work will not support the business model.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation is not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the Business Model Canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==

This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

[[File:Eff.png|center|none|thumb|300px|Efficiency vs. effectiveness and it's consequenses. Used by Common Creative requirements. <ref name=''Effi''> ''https://agilebacon.com/words-mean-things-efficient-and-effective/'' </ref>]]

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages <ref name="ECM"> "Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education." </ref>.

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them<ref name="ECM" />
. Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

[[File:Comp.JPG|center|none|thumb|300px|Competitive advantages. <ref name="ECM" />]]

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be <ref name="ECM" />. To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services.<ref name="ECM" /> This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

File:Comp.JPG

2019-02-28T12:52:03Z

S123790:

Use of Business Model Canvas to Kickstart the project management

2019-02-28T12:24:24Z

S123790: /* Efficiency/effectiveness */

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to start of project management will be described in detail.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall is a sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]]. The affect of working by the agile or waterfall method is described and then all similar methods for both agile and waterfall is explained.

The similar methods are some generel management tools typical to start the process of managaging and the main focus from the Business Model Canvas is in key activities, key ressources, value proposition and customer segment.

First you will find a very brief description of the Business Model Canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name="BMC">Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.</ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name="BMC" />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name="BMC" />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name="BMC" />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name="BMC" />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name="BMC" />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name="BMC" />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name="BMC" />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name="BMC" />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name="BMC" />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name="BMC" />

=Affect of Business Model Canvas for waterfall method compared to agile method=
Working by the method of the waterfall model, increase the need of information right from the beginning of managing as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of managing a project to avoid any mistakes made from the start. Any mistakes in the analysis will just follow along in the waterfall method. Typical the waterfall method works well if the business plan is all done and is not to be changed again. Changing the business plan will mst likeliy cause the project managing to start over. So the business model can support the managing of a project working by the waterfall method, but the project managing work will not support the business model.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation is not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the Business Model Canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==

This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

[[File:Eff.png|center|none|thumb|200px|Efficiency vs. effectiveness and it's consequenses. Used by Common Creative requirements. <ref name=''Effi''> ''https://agilebacon.com/words-mean-things-efficient-and-effective/'' </ref>]]

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T12:21:44Z

S123790: /* Efficiency/effectiveness */

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to start of project management will be described in detail.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall is a sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]]. The affect of working by the agile or waterfall method is described and then all similar methods for both agile and waterfall is explained.

The similar methods are some generel management tools typical to start the process of managaging and the main focus from the Business Model Canvas is in key activities, key ressources, value proposition and customer segment.

First you will find a very brief description of the Business Model Canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name="BMC">Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.</ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name="BMC" />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name="BMC" />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name="BMC" />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name="BMC" />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name="BMC" />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name="BMC" />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name="BMC" />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name="BMC" />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name="BMC" />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name="BMC" />

=Affect of Business Model Canvas for waterfall method compared to agile method=
Working by the method of the waterfall model, increase the need of information right from the beginning of managing as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of managing a project to avoid any mistakes made from the start. Any mistakes in the analysis will just follow along in the waterfall method. Typical the waterfall method works well if the business plan is all done and is not to be changed again. Changing the business plan will mst likeliy cause the project managing to start over. So the business model can support the managing of a project working by the waterfall method, but the project managing work will not support the business model.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation is not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the Business Model Canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==

This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

[[File:Eff.png|center|none|200px|Efficiency vs. effectiveness and it's consequenses. Used by Common Creative requirements. <ref name=''Effi''> ''https://agilebacon.com/words-mean-things-efficient-and-effective/'' </ref>]]

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T12:19:08Z

S123790: /* Efficiency/effectiveness */

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to start of project management will be described in detail.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall is a sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]]. The affect of working by the agile or waterfall method is described and then all similar methods for both agile and waterfall is explained.

The similar methods are some generel management tools typical to start the process of managaging and the main focus from the Business Model Canvas is in key activities, key ressources, value proposition and customer segment.

First you will find a very brief description of the Business Model Canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name="BMC">Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.</ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name="BMC" />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name="BMC" />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name="BMC" />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name="BMC" />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name="BMC" />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name="BMC" />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name="BMC" />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name="BMC" />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name="BMC" />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name="BMC" />

=Affect of Business Model Canvas for waterfall method compared to agile method=
Working by the method of the waterfall model, increase the need of information right from the beginning of managing as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of managing a project to avoid any mistakes made from the start. Any mistakes in the analysis will just follow along in the waterfall method. Typical the waterfall method works well if the business plan is all done and is not to be changed again. Changing the business plan will mst likeliy cause the project managing to start over. So the business model can support the managing of a project working by the waterfall method, but the project managing work will not support the business model.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation is not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the Business Model Canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==

[[File:Eff.png|left|200px|Efficiency vs. effectiveness and it's consequenses. Used by Common Creative requirements. <ref name=''Effi''> ''https://agilebacon.com/words-mean-things-efficient-and-effective/'' </ref>]]

This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T12:18:47Z

S123790: /* Efficiency/effectiveness */

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to start of project management will be described in detail.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall is a sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]]. The affect of working by the agile or waterfall method is described and then all similar methods for both agile and waterfall is explained.

The similar methods are some generel management tools typical to start the process of managaging and the main focus from the Business Model Canvas is in key activities, key ressources, value proposition and customer segment.

First you will find a very brief description of the Business Model Canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name="BMC">Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.</ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name="BMC" />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name="BMC" />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name="BMC" />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name="BMC" />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name="BMC" />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name="BMC" />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name="BMC" />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name="BMC" />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name="BMC" />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name="BMC" />

=Affect of Business Model Canvas for waterfall method compared to agile method=
Working by the method of the waterfall model, increase the need of information right from the beginning of managing as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of managing a project to avoid any mistakes made from the start. Any mistakes in the analysis will just follow along in the waterfall method. Typical the waterfall method works well if the business plan is all done and is not to be changed again. Changing the business plan will mst likeliy cause the project managing to start over. So the business model can support the managing of a project working by the waterfall method, but the project managing work will not support the business model.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation is not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the Business Model Canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==

[[File:Eff.png|left|350px|Efficiency vs. effectiveness and it's consequenses. Used by Common Creative requirements. <ref name=''Effi''> ''https://agilebacon.com/words-mean-things-efficient-and-effective/'' </ref>]]

This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T12:09:54Z

S123790: /* Efficiency/effectiveness */

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to start of project management will be described in detail.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall is a sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]]. The affect of working by the agile or waterfall method is described and then all similar methods for both agile and waterfall is explained.

The similar methods are some generel management tools typical to start the process of managaging and the main focus from the Business Model Canvas is in key activities, key ressources, value proposition and customer segment.

First you will find a very brief description of the Business Model Canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name="BMC">Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.</ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name="BMC" />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name="BMC" />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name="BMC" />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name="BMC" />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name="BMC" />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name="BMC" />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name="BMC" />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name="BMC" />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name="BMC" />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name="BMC" />

=Affect of Business Model Canvas for waterfall method compared to agile method=
Working by the method of the waterfall model, increase the need of information right from the beginning of managing as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of managing a project to avoid any mistakes made from the start. Any mistakes in the analysis will just follow along in the waterfall method. Typical the waterfall method works well if the business plan is all done and is not to be changed again. Changing the business plan will mst likeliy cause the project managing to start over. So the business model can support the managing of a project working by the waterfall method, but the project managing work will not support the business model.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation is not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the Business Model Canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==

[[File:Eff.png|200px|Efficiency vs. effectiveness and it's consequenses. Used by Common Creative requirements. <ref name=''Effi''> ''https://agilebacon.com/words-mean-things-efficient-and-effective/'' </ref>]]
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T12:09:14Z

S123790: /* Efficiency/effectiveness */

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to start of project management will be described in detail.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall is a sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]]. The affect of working by the agile or waterfall method is described and then all similar methods for both agile and waterfall is explained.

The similar methods are some generel management tools typical to start the process of managaging and the main focus from the Business Model Canvas is in key activities, key ressources, value proposition and customer segment.

First you will find a very brief description of the Business Model Canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name="BMC">Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.</ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name="BMC" />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name="BMC" />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name="BMC" />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name="BMC" />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name="BMC" />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name="BMC" />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name="BMC" />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name="BMC" />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name="BMC" />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name="BMC" />

=Affect of Business Model Canvas for waterfall method compared to agile method=
Working by the method of the waterfall model, increase the need of information right from the beginning of managing as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of managing a project to avoid any mistakes made from the start. Any mistakes in the analysis will just follow along in the waterfall method. Typical the waterfall method works well if the business plan is all done and is not to be changed again. Changing the business plan will mst likeliy cause the project managing to start over. So the business model can support the managing of a project working by the waterfall method, but the project managing work will not support the business model.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation is not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the Business Model Canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==

[[File:Eff.png|thumb|200px|Efficiency vs. effectiveness and it's consequenses. Used by Common Creative requirements. <ref name=''Effi''> ''https://agilebacon.com/words-mean-things-efficient-and-effective/'' </ref>]]
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T12:08:47Z

S123790: /* Efficiency/effectiveness */

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to start of project management will be described in detail.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall is a sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]]. The affect of working by the agile or waterfall method is described and then all similar methods for both agile and waterfall is explained.

The similar methods are some generel management tools typical to start the process of managaging and the main focus from the Business Model Canvas is in key activities, key ressources, value proposition and customer segment.

First you will find a very brief description of the Business Model Canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name="BMC">Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.</ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name="BMC" />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name="BMC" />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name="BMC" />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name="BMC" />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name="BMC" />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name="BMC" />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name="BMC" />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name="BMC" />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name="BMC" />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name="BMC" />

=Affect of Business Model Canvas for waterfall method compared to agile method=
Working by the method of the waterfall model, increase the need of information right from the beginning of managing as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of managing a project to avoid any mistakes made from the start. Any mistakes in the analysis will just follow along in the waterfall method. Typical the waterfall method works well if the business plan is all done and is not to be changed again. Changing the business plan will mst likeliy cause the project managing to start over. So the business model can support the managing of a project working by the waterfall method, but the project managing work will not support the business model.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation is not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the Business Model Canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==

[[File:Eff.png|thumb|right|400px|Efficiency vs. effectiveness and it's consequenses. Used by Common Creative requirements. <ref name=''Effi''> ''https://agilebacon.com/words-mean-things-efficient-and-effective/'' </ref>]]
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T12:07:58Z

S123790:

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to start of project management will be described in detail.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall is a sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]]. The affect of working by the agile or waterfall method is described and then all similar methods for both agile and waterfall is explained.

The similar methods are some generel management tools typical to start the process of managaging and the main focus from the Business Model Canvas is in key activities, key ressources, value proposition and customer segment.

First you will find a very brief description of the Business Model Canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name="BMC">Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.</ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name="BMC" />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name="BMC" />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name="BMC" />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name="BMC" />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name="BMC" />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name="BMC" />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name="BMC" />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name="BMC" />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name="BMC" />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name="BMC" />

=Affect of Business Model Canvas for waterfall method compared to agile method=
Working by the method of the waterfall model, increase the need of information right from the beginning of managing as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of managing a project to avoid any mistakes made from the start. Any mistakes in the analysis will just follow along in the waterfall method. Typical the waterfall method works well if the business plan is all done and is not to be changed again. Changing the business plan will mst likeliy cause the project managing to start over. So the business model can support the managing of a project working by the waterfall method, but the project managing work will not support the business model.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation is not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the Business Model Canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==

[[File:Eff.jpg|thumb|right|400px|Efficiency vs. effectiveness and it's consequenses. Used by Common Creative requirements. <ref name=''Effi''> ''https://agilebacon.com/words-mean-things-efficient-and-effective/'' </ref>]]
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

File:Eff.png

2019-02-28T12:03:30Z

S123790:

Use of Business Model Canvas to Kickstart the project management

2019-02-28T12:02:17Z

S123790:

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to start of project management will be described in detail.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall is a sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]]. The affect of working by the agile or waterfall method is described and then all similar methods for both agile and waterfall is explained.

The similar methods are some generel management tools typical to start the process of managaging and the main focus from the Business Model Canvas is in key activities, key ressources, value proposition and customer segment.

First you will find a very brief description of the Business Model Canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name="BMC">Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.</ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name="BMC" />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name="BMC" />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name="BMC" />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name="BMC" />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name="BMC" />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name="BMC" />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name="BMC" />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name="BMC" />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name="BMC" />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name="BMC" />

=Affect of Business Model Canvas for waterfall method compared to agile method=
Working by the method of the waterfall model, increase the need of information right from the beginning of managing as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of managing a project to avoid any mistakes made from the start. Any mistakes in the analysis will just follow along in the waterfall method. Typical the waterfall method works well if the business plan is all done and is not to be changed again. Changing the business plan will mst likeliy cause the project managing to start over. So the business model can support the managing of a project working by the waterfall method, but the project managing work will not support the business model.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation is not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the Business Model Canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T11:33:34Z

S123790: /* Affect of Business Model Canvas for waterfall method compared to agile method */

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to start of project management will be described in detail.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall is a sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]]. The affect of working by the agile or waterfall method is described and then all similar methods for both agile and waterfall is explained.

The similar methods are some generel management tools typical to start the process of managaging and the main focus from the Business Model Canvas is in key activities, key ressources, value proposition and customer segment.

First you will find a very brief description of the Business Model Canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name="BMC">Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.</ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name="BMC" />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name="BMC" />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name="BMC" />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name="BMC" />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name="BMC" />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name="BMC" />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name="BMC" />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name="BMC" />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name="BMC" />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name="BMC" />

=Affect of Business Model Canvas for waterfall method compared to agile method=
Working by the method of the waterfall model, increase the need of information right from the beginning of managing as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of managing a project to avoid any mistakes made from the start. Any mistakes in the analysis will just follow along in the waterfall method. Typical the waterfall method works well if the business plan is all done and is not to be changed again. Changing the business plan will mst likeliy cause the project managing to start over. So the business model can support the managing of a project working by the waterfall method, but the project managing work will not support the business model.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation is not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the Business Model Canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T11:26:31Z

S123790: /* Importance of business model for waterfall method compared to agile method */

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to start of project management will be described in detail.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall is a sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]]. The affect of working by the agile or waterfall method is described and then all similar methods for both agile and waterfall is explained.

The similar methods are some generel management tools typical to start the process of managaging and the main focus from the Business Model Canvas is in key activities, key ressources, value proposition and customer segment.

First you will find a very brief description of the Business Model Canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name="BMC">Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.</ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name="BMC" />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name="BMC" />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name="BMC" />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name="BMC" />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name="BMC" />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name="BMC" />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name="BMC" />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name="BMC" />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name="BMC" />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name="BMC" />

=Affect of Business Model Canvas for waterfall method compared to agile method=
The water fall model will need as much information as possible from the beginning of management as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of management to avoid any mistakes from the beginning of. Any mistakes in the analysis will just follow along in the waterfall method.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation as not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the business model canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T11:25:24Z

S123790: /* Abstract */

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to start of project management will be described in detail.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall is a sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]]. The affect of working by the agile or waterfall method is described and then all similar methods for both agile and waterfall is explained.

The similar methods are some generel management tools typical to start the process of managaging and the main focus from the Business Model Canvas is in key activities, key ressources, value proposition and customer segment.

First you will find a very brief description of the Business Model Canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name="BMC">Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.</ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name="BMC" />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name="BMC" />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name="BMC" />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name="BMC" />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name="BMC" />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name="BMC" />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name="BMC" />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name="BMC" />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name="BMC" />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name="BMC" />

=Importance of business model for waterfall method compared to agile method=
The water fall model will need as much information as possible from the beginning of management as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of management to avoid any mistakes from the beginning of. Any mistakes in the analysis will just follow along in the waterfall method.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation as not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the business model canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T11:13:38Z

S123790: /* Business Model Canvas */

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to execution of project management will be described in detail, with the focus of Key stakeholders, Key activities, Key resources, Cost structure and Value propositions.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]].

You will find a very brief description of the business model canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name="BMC">Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.</ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name="BMC" />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name="BMC" />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name="BMC" />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name="BMC" />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name="BMC" />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name="BMC" />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name="BMC" />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name="BMC" />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name="BMC" />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name="BMC" />

=Importance of business model for waterfall method compared to agile method=
The water fall model will need as much information as possible from the beginning of management as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of management to avoid any mistakes from the beginning of. Any mistakes in the analysis will just follow along in the waterfall method.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation as not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the business model canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T11:12:08Z

S123790: /* Business Model Canvas */

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to execution of project management will be described in detail, with the focus of Key stakeholders, Key activities, Key resources, Cost structure and Value propositions.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]].

You will find a very brief description of the business model canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name="BMC">Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.</ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name="BMC" />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name="BMC" />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name=''BMC'' />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name=''BMC'' />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name=''BMC'' />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name=''BMC'' />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name=''BMC'' />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name=''BMC'' />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name=''BMC'' />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name=''BMC'' />

=Importance of business model for waterfall method compared to agile method=
The water fall model will need as much information as possible from the beginning of management as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of management to avoid any mistakes from the beginning of. Any mistakes in the analysis will just follow along in the waterfall method.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation as not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the business model canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T11:10:42Z

S123790:

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to execution of project management will be described in detail, with the focus of Key stakeholders, Key activities, Key resources, Cost structure and Value propositions.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]].

You will find a very brief description of the business model canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name=''BMC''>Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.</ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name=''BMC'' />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name=''BMC'' />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name=''BMC'' />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name=''BMC'' />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name=''BMC'' />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name=''BMC'' />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name=''BMC'' />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name=''BMC'' />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name=''BMC'' />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name=''BMC'' />

=Importance of business model for waterfall method compared to agile method=
The water fall model will need as much information as possible from the beginning of management as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of management to avoid any mistakes from the beginning of. Any mistakes in the analysis will just follow along in the waterfall method.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation as not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the business model canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T08:40:29Z

S123790:

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to execution of project management will be described in detail, with the focus of Key stakeholders, Key activities, Key resources, Cost structure and Value propositions.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]].

You will find a very brief description of the business model canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them. <ref name=''BMC''> ''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.'' </ref>

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall. <ref name=''BMC'' />

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.<ref name=''BMC'' />

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.<ref name=''BMC'' />

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.<ref name=''BMC'' />

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.<ref name=''BMC'' />

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.<ref name=''BMC'' />

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.<ref name=''BMC'' />

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.<ref name=''BMC'' />

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.<ref name=''BMC'' />

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.<ref name=''BMC'' />

=Importance of business model for waterfall method compared to agile method=
The water fall model will need as much information as possible from the beginning of management as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of management to avoid any mistakes from the beginning of. Any mistakes in the analysis will just follow along in the waterfall method.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation as not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the business model canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T08:38:06Z

S123790:

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to execution of project management will be described in detail, with the focus of Key stakeholders, Key activities, Key resources, Cost structure and Value propositions.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]].

You will find a very brief description of the business model canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''Strategyzer''> ''https://www.strategyzer.com/'' </ref>]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them.

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall.

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.

=Importance of business model for waterfall method compared to agile method=
The water fall model will need as much information as possible from the beginning of management as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of management to avoid any mistakes from the beginning of. Any mistakes in the analysis will just follow along in the waterfall method.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation as not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the business model canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely. All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T08:34:38Z

S123790:

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to execution of project management will be described in detail, with the focus of Key stakeholders, Key activities, Key resources, Cost structure and Value propositions.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]].

You will find a very brief description of the business model canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas <ref name=''BMC''> ''https://www.strategyzer.com/'' </ref> ]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them.

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall.

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.

=Importance of business model for waterfall method compared to agile method=
The water fall model will need as much information as possible from the beginning of management as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of management to avoid any mistakes from the beginning of. Any mistakes in the analysis will just follow along in the waterfall method.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation as not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the business model canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely<ref name= "BMC"/> . All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization. <ref name=''BMC1''>

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T08:33:54Z

S123790:

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to execution of project management will be described in detail, with the focus of Key stakeholders, Key activities, Key resources, Cost structure and Value propositions.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]].

You will find a very brief description of the business model canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The Business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.JPG|thumb|right|400px|Business Model Canvas<ref name=''BMC''> ''https://www.strategyzer.com/'' </ref> ]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them.

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall.

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.

=Importance of business model for waterfall method compared to agile method=
The water fall model will need as much information as possible from the beginning of management as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of management to avoid any mistakes from the beginning of. Any mistakes in the analysis will just follow along in the waterfall method.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation as not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the business model canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely<ref name= "BMC"/> . All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization. <ref name=''BMC1''>

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T08:23:01Z

S123790:

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to execution of project management will be described in detail, with the focus of Key stakeholders, Key activities, Key resources, Cost structure and Value propositions.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]].

You will find a very brief description of the business model canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.jpg|right|100px|caption]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them.

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall.

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.

=Importance of business model for waterfall method compared to agile method=
The water fall model will need as much information as possible from the beginning of management as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of management to avoid any mistakes from the beginning of. Any mistakes in the analysis will just follow along in the waterfall method.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation as not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the business model canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely<ref name= "BMC"/> . All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization. <ref name=''BMC1''> ''https://www.strategyzer.com/'' </ref>

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-28T08:21:55Z

S123790:

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to execution of project management will be described in detail, with the focus of Key stakeholders, Key activities, Key resources, Cost structure and Value propositions.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]].

You will find a very brief description of the business model canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.jpg|right|100px|caption]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them.

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall.

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.

=Importance of business model for waterfall method compared to agile method=
The water fall model will need as much information as possible from the beginning of management as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of management to avoid any mistakes from the beginning of. Any mistakes in the analysis will just follow along in the waterfall method.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation as not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the business model canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely<ref name= "BMC"/> . All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization. <ref name=''BMC1''> ''https://www.strategyzer.com/'' </ref>

=Annotated bibliography=

'''Jones, G. R., & George, J. M. (2015). Essentials of contemporary management (4th ed.) New York, NY: McGraw-Hill Education.''' - The book presents the business model canvas and a description of how to use it. The book is created as a handbook for whom I concern, with several examples and explanations presented with few words and lots of illustrations. A lot of visual communication is used to present the content.

'''Osterwalder, A., Pigneur, Y., Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionairies, game changers, and challengers. Hoboken, NJ: Wiley.''' - A rather comprehensive examination of contemporary management is to by find in this book. It describes several aspects of management and what the role of being a manager contains. It introduces a lot of typical management tools and explain the use of them in management. In each chapter an example of management is given corresponding to the topic of the chapter. A thorough description of the tasks, responsibilities and tools necessary to know when being a manager.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-27T11:52:27Z

S123790:

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to execution of project management will be described in detail, with the focus of Key stakeholders, Key activities, Key resources, Cost structure and Value propositions.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]].

You will find a very brief description of the business model canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

[[File:BMC.jpg|right|100px|caption]]

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them.

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall.

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.

=Importance of business model for waterfall method compared to agile method=
The water fall model will need as much information as possible from the beginning of management as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of management to avoid any mistakes from the beginning of. Any mistakes in the analysis will just follow along in the waterfall method.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation as not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the business model canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely<ref name= "BMC"/> . All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization. <ref name=''BMC1''> ''https://www.strategyzer.com/'' </ref>

=References=
<references/>

File:BMC.JPG

2019-02-27T11:49:41Z

S123790:

Use of Business Model Canvas to Kickstart the project management

2019-02-26T11:39:58Z

S123790:

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to execution of project management will be described in detail, with the focus of Key stakeholders, Key activities, Key resources, Cost structure and Value propositions.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]].

You will find a very brief description of the business model canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them.

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall.

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.

=Importance of business model for waterfall method compared to agile method=
The water fall model will need as much information as possible from the beginning of management as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of management to avoid any mistakes from the beginning of. Any mistakes in the analysis will just follow along in the waterfall method.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation as not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the business model canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely<ref name= "BMC"/> . All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization. <ref name=''BMC1''> ''https://www.strategyzer.com/'' </ref>

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-26T09:37:47Z

S123790:

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to execution of project management will be described in detail, with the focus of Key stakeholders, Key activities, Key resources, Cost structure and Value propositions.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]].

You will find a very brief description of the business model canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them.

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall.

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.

=Importance of business model for waterfall method compared to agile method=
The water fall model will need as much information as possible from the beginning of management as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of management to avoid any mistakes from the beginning of. Any mistakes in the analysis will just follow along in the waterfall method.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation as not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the business model canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely<ref name= "BMC"/> . All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=References=
<references/>

https://www.strategyzer.com

Talk:Benefits of systems engineering

2019-02-25T14:23:21Z

S123790:

==Feedback on Abstract:==

{|
|'''Text clarity & language'''|| The text can be coherent. It seems that the abstract isn't finalized yet. This is fine, but make sure to not minimize the use of bullets etc. There's also some grammatical errors, so please read it over again.
|-
|'''Description of the tool/theory/concept'''|| Good.
|-
|'''Article purpose explanation'''|| Good. However consider further scoping your article. Try to cover less areas, but in more depth? Disclaimer: A complete judgement cannot be made until the abstract is finalized.
|-
|'''Relevance to curriculum '''|| Relevant. However, always ensure this is kept within the realms of project/program/portfolio management.
|-
|'''References'''|| Add some of the listed references in your abstract, if it makes sense to do so.
|}
==Feedback 1 | Reviewer name: Jonina Thora Einarsdottir==

'''Question 1 · TEXT'''

'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

'''Answer 1:'''

I think it sums up pretty much what is to be discussed in the article. There are some grammar errors but otherwise it is pretty clear.

'''Question 2 · TEXT'''

'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

'''Answer 2:'''

It seems like the article is not yet finished so I guess there are still some things missing. However, the structure that is already there is logical and the application chapter summarizes the process very clearly. I suggest putting more details into the article though as it is still a bit like a draft and therefore hard to make a full judgement on the article.

'''Question 3 · TEXT'''

'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

'''Answer 3:'''

Language is good, just a few grammatical errors here and there where a letter is missing for example. So I just suggest reading the text over to fix it.

'''Question 4 · TEXT'''

'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

'''Answer 4:'''

No figures or tables in the article so far so not possible to make judgement.

'''Question 5 · TEXT'''

'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

'''Answer 5:'''

As said before, the article still maybe just has the general information but lacks details but the way it is structured is good and I consider it clear how it is relevant.

'''Question 6 · TEXT'''

'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

'''Answer 6:'''

I think it is interesting for a practitioner to read as it looks clear and simple to read and addresses the matter in a clear way.

'''Question 7 · TEXT'''

'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

'''Answer 7:'''

No annotated bibliography has been made.

==Feedback 1 | Reviewer name: ''Julie Andersen''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''The abstract is very clear and gives a good overview of the key focus and insights of the article. There is a few spelling/grammar mistakes. It is a bit short, but it provides a good information of the article.''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''The flow is really good. The argument is not clear yet, but what I would suggest is exactly what is written to come in the limitations. It is important to include the limitations and benefits ''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''There are some spelling mistakes, but overall the language is good. ''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''There are no figures''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''So far it is not of any real relevance, but I am quite sure it will be when the sections with limitations is done.''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Same as above''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''There is no annotated bibliography''

Talk:Project Management Success Factors

2019-02-25T11:42:05Z

S123790:

==Feedback on Abstract:==

Great to see your'e ahead of the game! Please find my feedback below:

{|
|'''Text clarity & language'''|| The text is good, however there's a few grammatical mistakes (e.g. read "Project management success may be defined as if an intersection of..." again). It could also be more concise.
|-
|'''Description of the tool/theory/concept'''|| Well elaborated.
|-
|'''Article purpose explanation'''|| Well elaborated.
|-
|'''Relevance to curriculum '''|| Relevant
|-
|'''References'''|| Good references.
|}

==Feedback 1 | Reviewer name: ''Julie Andersen''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''The abstract is good, but there are many long sentences and no breaks so it can make it a bit hard to read. It does make clarify the focus of the article, but I had to read the abstract three times to makes sure word information it gave.''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''The article is very clear and the flow of the information is good, though I don't think the headlines match the sections well or at least they do not help the flow of the article(in my opinion). The article is very true to the abstract.''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Overall the language is fine. In my opinion some refinement of sentences could help, but I don't see any actual mistakes. When PRINCE2 is desribed, the shortcut is explained twice right after each other.''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''I find the figure very helpfull and they do support the text very well.''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''We have project manager to ensure succes, so to define the factors of succes and the difference in project succes and project management succes is highly relevant. It is also of high practice relative to the length of the article. Maybe it could be relevant to include a section about how these informations are relevant for project managers or how they can use the information when managing.''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''It does have a significant contributions beyond a cursory web search. The interest for a practioner will be higher if n explanation on how to use this information was a part of the article.''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''The annotated bibliography is good.''

Use of Business Model Canvas to Kickstart the project management

2019-02-25T09:20:33Z

S123790: /* Efficiency/effectiveness */

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to execution of project management will be described in detail, with the focus of Key stakeholders, Key activities, Key resources, Cost structure and Value propositions.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]].

You will find a very brief description of the business model canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them.

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall.

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.

=Importance of business model for waterfall method compared to agile method=
The water fall model will need as much information as possible from the beginning of management as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of management to avoid any mistakes from the beginning of. Any mistakes in the analysis will just follow along in the waterfall method.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation as not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the business model canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.

Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.

Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.

If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely<ref name= "BMC"/> . All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.

Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-25T09:20:00Z

S123790:

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to execution of project management will be described in detail, with the focus of Key stakeholders, Key activities, Key resources, Cost structure and Value propositions.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]].

You will find a very brief description of the business model canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them.

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall.

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.

=Importance of business model for waterfall method compared to agile method=
The water fall model will need as much information as possible from the beginning of management as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of management to avoid any mistakes from the beginning of. Any mistakes in the analysis will just follow along in the waterfall method.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation as not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the business model canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.
Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.
Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.
If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely<ref name= "BMC"/> . All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.
Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

=References=
<references/>

Use of Business Model Canvas to Kickstart the project management

2019-02-25T08:58:36Z

S123790:

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to execution of project management will be described in detail, with the focus of Key stakeholders, Key activities, Key resources, Cost structure and Value propositions.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]].

You will find a very brief description of the business model canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

'''Key partners'''
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them.

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall.

'''Key activites'''
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.

'''Key resources'''
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.

'''Cost strudtures'''
A description of all costs for operation of the project, including cost for activities and resources.

'''Value propostions'''
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.

'''Customer relationship'''
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.

'''Channels'''
The channels describe how a company, or the project reaches the customer segment.

'''Customer segment'''
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.

'''Revenue streams'''
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.

=Importance of business model for waterfall method compared to agile method=
The water fall model will need as much information as possible from the beginning of management as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of management to avoid any mistakes from the beginning of. Any mistakes in the analysis will just follow along in the waterfall method.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation as not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the business model canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.
Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.
Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.
If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely(BMC). All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.
Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

==SWOT==

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

Use of Business Model Canvas to Kickstart the project management

2019-02-25T08:56:35Z

S123790:

=Abstract=

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to execution of project management will be described in detail, with the focus of Key stakeholders, Key activities, Key resources, Cost structure and Value propositions.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]].

You will find a very brief description of the business model canvas.

__TOC__

=Business Model Canvas=
The business model canvas is a tool to scope the changes in a company or the startup of a company. This will result in either adding information to an empty canvas or to outline changes from an old business plan to a new one. The business Model Canvas describes 9 blocks of valuable knowledge to investigate before starting a business. Those 9 blocks and their relation can be seen from figure XX and describe following:

==Key partners==
The network of suppliers and partners of the project or company and a description of resources and activities connected to each of them.

Compared to project management - Key partners are much more focused for business model and for project management and would be compared to stakeholder management. For business model canvas the focus is to identify and for project management to understand.
Key partners are similar for agile and waterfall.

==Key activites==
A description of what jobs will make the business work according to the other blocks. This can be production, problem solving and platforms.

Compared to project management - Key activities in business model is the are the necessary activities to produce a product and for project management key activities are more detailed and describes all activities to get to produce the product.

==Key resources==
Key resources describes what resources are most important to get the business to perform well. These can be financial, human, physical and/or intellectual.

==Cost strudtures==
A description of all costs for operation of the project, including cost for activities and resources.

==Value propostions==
Description of products and services that can create value for a customer segment. The value proposition has a high variation of possible value types, as example it can be in form of performance, customization, design and/or cost reduction. The value can also be a mix of several types of values.

==Customer relationship==
Describes the relationship the company has to the costumer segment. As examples it can be a very close dedicated personal assistance, or it can be self-service which require no direct communication between company and costumer segment.

==Channels==
The channels describe how a company, or the project reaches the customer segment.

==Customer segment==
The groups of people the project or company aims to reach and serve. Two examples of costumer segments are mass market and niche market.

==Revenue streams==
The block describes how cash is generated in the project or company. The description includes an analysis of what costumers are willing to pay for the value that is offered.

=Importance of business model for waterfall method compared to agile method=
The water fall model will need as much information as possible from the beginning of management as it does not have a feedback structure. To be able to perform as good as possible a coherent analysis of a given project will be necessary in the start of management to avoid any mistakes from the beginning of. Any mistakes in the analysis will just follow along in the waterfall method.
The agile method consists of iterations and will be able to correct any mistakes, so a thorough investigation as not as crucial as for the waterfall method, though it will still be a huge help and save both time and money. The agile method does make it possible to correct in the business model canvas, so the project managing will also support the business model as well as the business model support the project managing.

=Kickstarting the project managing=
Project management starts by a comprehensive analysis of several aspects of a project. This analysis can be strongly supported by the Business Model Canvas for the use of many typical models used for managing, as the key stakeholders are outlined, the key resources, cost plan, goals and costumer segment are already defined. Some of the typical models used during the analysis phase is as follows and will be the same for starting managing whether the waterfall or agile method is used.

==[[Efficiency/effectiveness]]==
This can be used to clarify whether the project is efficient and effective. To be able to succeed the project work must be effective, in ineffective work will cause the death of the project fast or slow depending on how efficient the work is. Being effective means pursuing the right goals, so it is crucial to clarify the goals of a project. The overall business plan helps to set the goal and the value proposition canvas is quite specific of the goal, though the goal will be phrased differently.
Example 1 - The value proposition could be to deliver high quality designer clothes to a niche market, then the goal is to design high quality designer clothes.
Example 2 – The value proposition is to deliver cheap fast food bought in supermarket and ready to eat and to reach a wide costumer segment. The goal for this example is to create a cheap production of food that apply to a wide range of customers and with a high production rate.
If the project pursues the right goals it will be effective and it will have a high chance of succeed, though if it is inefficient it will be at a high cost. Being efficient is utilizing one’s resources wisely(BMC). All key resources are defined from the business model canvas and makes it possible for the manager to prioritize resources and therefore efficiently take use of them, and they can be attached to the activities described in key activities. Though further activities will be relevant for project management as described for key activities.
Example 1 – If the key resources are humans their activities and procedure must be optimized.

==Building competitive advantage==
Competitive advantage are succeeded when the four elements quality, efficiency, costumer responsiveness and innovation are reached and will result in low cost and/or differentiation.

'''Quality'''
The quality of the project can be discussed and decided based on the value proposition.
Example 1 – If the value proposition is to deliver designer clothes to a niche market, the quality needs to be of high standards as well as the price will be higher.
Example 2 - If the value propositions is to deliver cheap fast food in supermarkets, then the quality not necessarily needs to be of high standards if the cost is low.

'''Efficiency'''
Efficiency is as described for efficiency and effectiveness. Organizations compete in new ways to improve the use of recourses and reduce the quantity of them, therefore it is important for a company to achieve competitive advantages (ECM).

'''Customer responsiveness'''
To be able to attract customers it is important to know their needs and respond to that. This information input can be found in the customer segment and the value proposition and it must be analyzed whether the value proposition does respond to the customer segment for the organization.
Example 1 – If the value proposition are designer clothes and the customer segment are a niche market, it must be investigated what kind of designer clothes is already offered, what this specific niche market desire in clothes and what is not offered yet.

'''Innovation'''
Innovation is to create new or improved products or to develop new ways to produce or provide them(ECM). Innovation will create value for a business, but the resources used to come up with innovation ideas must be minimized relatively to the business plan in order for it to pay off. Therefore, the key partners, key resources, key activities, value proposition, channels, customer relationship, the customer segment and cost revenues all influence how to focus on innovation. Depending on who the key partners are, they might bring input and resources to innovation ideas, all other blocks can be optimized, and the business plan can be innovated and a wide range of possibilities. So when investigating innovative methods and possibilities, the business model is a great starting point and will kickstart the brainstorm of options.
Example 1 – Designing high quality clothes for a niche market. To bring innovation to such kind of a business, can be done in multiple ways. First, key partners must be taken in to considerations. Does the business have any key partners that support innovative ideas, and do they already provide innovative ideas in other business which can support business of designer clothes? Then the innovative idea can be by improvement of activities and resources. It can also be by improving the value proposition, channels, customer relationship and customer segment. So instead of just designing clothes, the clothes can be designed with inputs from the niche market, which will affect the value proposition, the customer relationship and maybe also the channels. The cost revenues can also be improved and innovative ways can be invented.
Innovation will often be a rethinking of several aspects of the business model. As described in example 1, developing new ways to produce products will include both resources and activities.

==Barriers to entry==
Barriers to entry are the description of how difficult it is to enter a market, and by that it also defines how many competitors there will be (ECM). To define the barriers to entry a market three inputs must be considered, Economics of scale, Brand loyalty and government regulations.

'''Economomics of scale'''
Economics of scale is the cost advantages based on a large production of goods or services (ECM). This is related to the customer segment that can aim for anything in between the mass market and niche market. If the organization aim for the mass market it must be observant for any competitors, because leading companies in mass market productions create high barriers for that specific market.

'''Brand loyalty'''
If there are already companies in a market with high brand loyalty it will take a lot of effort to convince customers to go for a new product or service. At the same time if the market is already entered then creating a high brand loyalty will increase the change for the organization to survive. For both cases the customer relationship and the channels of the product influence the brand loyalty.

'''Government regulations'''
Does not have any real inputs from the business model.
So to define the barriers there is to enter a market, the customer segment, the customer relationship and the channels described by the business model will contain supporting material.

==SWOT==

=Limitations to be aware of when including the BCM in project managing=
It is important to be aware that even with all the similarities in the business models canvas and the analyzing phase of project management it is not the same inputs for several of the business model canvas as it is for project management. The business model must only be considered support for the beginning phase of project management and not considered to have the answers.
Key partners are not the same as stakeholders and the stakeholder analysis is much more comprehensive. Key partners bring knowledge to who is highly involved in the project. The key activities differs between the business model and the project management, again because the project management needs a much more comprehensive analysis of activities and include all preprocess activities.
The business model canvas outlines what is the desire for the business, and it brings in an overview of whether all aspects match each so for example the value proposition is not to produce cheap food quality and then the costumer segment is a niche market. So, when creating a business model, it does some of the job for the project manager and will give less work to get the business started. Project managing will then use the information but make a more thorough analysis of the organization.

Use of Business Model Canvas to Kickstart the project management

2019-02-19T10:40:34Z

S123790:

Use of Business Model Canvas to Kickstart the project management

2019-02-18T10:31:53Z

S123790:

Articles Spring Term 2019

2019-02-18T10:31:08Z

S123790:

=Overview of 2019 Wiki articles=

{| class="wikitable sortable"
|+Spring Term 2019 Wiki Articles
|-
|13
|Evgenia
|Chatzivasileiou
|s182299
|[[Project Sponsorship]]
|-
|-
|13
|Theodoros
|Seremetakis
|s183272
|[[Investment portfolio management]]
|-
|5
|Federica
|Menti
|S182994
|[[Getting Things Done (David Allen)]]
|-
|-
|2
|Panagiotis
|Vounatsos
|PanosVoun
|[[Epistemic vs. Aleatory uncertainty]]
|-
|-
|9
|Jack
|Frain
|Fraino12345
|[[Stakeholder Management Processes in Projects]]
|-
|-
|14
|Alexandros
|Bellos
|AlexBellos
|[[Effective Brainstorming]]
|-
|-
|Group Number Pending
|Edoardo
|Braccini
|EdoBraa
|[[Benefits Realisation Management (BRM)]]
|-
|-
|Group Number Pending
|Andrea
|Könnecke
|Andrea Könnecke
|[[Shannon & Weaver Model for Communication]]
|-
|-
|Group 10
|Srdjan
|Gluhovic
|srdjangluhovic
|[[Project Scope Control Management]]
|-
|-
|Group Number Pending
|Casper
|Claudinger
|Casper
|[[Managing projects in a functional organization]]
|-
|-
|8
|Ronglian
|Wei
|Panda Lian
|[[Conceptual levels of competence]]
|-
|-
|4
|Jesper
|Wolters
|Wolters
|[[Resource allocation and crashing]]
|-
|-
|3
|Oliwia
|Sonia
|Lubiarz
|[[Meeting Management]]
|-
|-
|Group Number Pending
|Francisco
|Almirudis
|Frank Almirudis
|[[Scheduling: Critical path, PERT and Gantt]]
|-
|-
|Group Number Pending
|Bartlomiej
|Maciej
|Tyczynski
|[[Outcome, output, benefit]]
|-
|-
|16
|Brynja
|Benediktsdóttir
|Brynja Ben.
|[[The Periodic Table of Project Management]]
|-
|-
|16
|Jonina Thora
|Einarsdottir
|Jonina Thora
|[[Project Management Success Factors]]
|-
|-
|Group Number 5
|Pedro
|Lopes da Cunha
|PedroLopesCunha
|[[Project Management: Cost vs. Price]]
|-
|-
|Group Number Pending
|Sarantis
|Pavlidis
|Sarantis
|[[Types of activities]]
|-
|Group Number Pending
|Rikke
|Andersen
|RikkeA
|[[Cognitive Bias]]
|-
|-
|12
|Johan
|Hilsøe
|s154073
|[[Unidentified Risks]]
|-
|-
|Group Number Pending
|Mads
|Kronholm
|Mads Kronholm
|[[DMAIC]]
|-
|-
|Group Number Pending
|Anne
|Dittmann
|Anne
|[[Organisational Design and Structures]]
|-
|-
|12
|Thea
|Pedersen
|Thea
|[[Agile One Page Project Management]]
|-
|-
|Group Number Pending
|Madalina
|Grigoras
|s186465
|[[Value to whom?]]
|-
|-
|4
|Martin
|Eberholst Carlsen
|Martineberholstcarlsen
|[[Project Initiation Management in construction]]
|-
|-
|Group Number Pending
|Rasmine
|Søgren
|s145320
|[[Outcome]]
|-
|-
|6
|Julie
|Rostgaard Andersen
|s123790
|[[Use of Business Model Canvas to Kickstart the project management]]
|-
|-
|Group Number Pending
|Dilan
|Casablanca
|Dilan Casablanca
|[[Prefabricated houses (industrial process)]]
|-
|Group Number Pending
|Sandro
|Pina
|SandroPina
|[[Create a pitch]]
|-
|-
|11
|Kristoffer
|Glahn
|s133378
|[[Vision statement]]
|-
|-
|Group Number Pending
|Maria Christina
|Prokou
|Mprokou
|[[Negotiation Skills]]
|-
|-
|12
|Amani
|Alabdullah
|s173307
|[[Integrated Project Delivery (IPD)]]
|-
|-
|12
|Andreas
|Riposati
|Ripo
|[[Basic estimation techniques]]
|-
|-
|10
|Mark
|Christiansen
|s152736
|[[Stephen Covey's seven principles]]
|-
|-
|Group Number Pending
|Signe
|Bjerrum
|s141886
|[[The Triple Constraint in Project Management]]
|-
|-
|9
|Sebastian
|Walther
|Sebastian
|[[Value Canvas in Projects]]
|-
|-
|9
|Keegan
|van Kooten
|Keegan
|[[Planning Poker for Improved Project Delivery]]
|-
|-
| 8
|Hagos Zeru
|Gide
|Trhas
|[[BIM as a project management tool on construction companies]]
|-
|-
|-
|-
|Group Number Pending
|William
|Durant
|Mangum
|[[Crisis Management when there is a Project Cost Overrun]]
|-
|-
|-
|9
|Shri Tejas
|Vedula
|Tehass 7
|[[The implementation of KPIs]]
|-
|-
|9
|Casper
|Gandil Qvortrup
|CasperGandil
|[[Application of Balanced Scorecard in Portfolio Management]]
|-
|-
|12
|Veronika Zsuzsanna
|Bankó
|Veronikabanko
|[[Determining Measurement Methods in Earned Value Management]]
|-
|-
|Group Number Pending
|Mercedes
|Hachmann
|Mercedes Hachmann
|[[Design Thinking]]
|-
|-
|Group 1
|Rasmus
|Bjerg
|Rasmusbjerg
|[[Cash flow and milestone payments]]
|-
|-
|Group Number Pending
|Moritz
|Gutheil
|MoritzGutheil
|[[Dan Pink on Motivation]]
|-
|-
|Group 5
|Giorgia
|Scartozzi
|GiorgiaS
|[[Resource-Constrained Critical Path Method]]
|-
|-
|Group 3
|Hannah
|Kürschner
|Hannah
|[[Projects integrating Sustainable Methods]]
|-
|-
|Group 17
|Daniel
|Vorting
|s141018
|[[Product family master plan]]
|-
|-
|Group 10
|André
|Condamine
|S173349
|[[Belbin's Team Roles]]
|-
|-
|7
|Kristine
|Kaulberg
|Kristbk
|[[Governance of Project Management]]
|-
|Group Number 17
|Sai Mahesh
|Nadukuru
|Sm nadukuru
|[[Process Planning and Cost Estimation]]
|-
|-
|7
|Gustav
|Josephsen
|Gustav Josephsen
|[[Potentials of Key Performance Indicators]]
|-
|-
|11
|Rikke Louise Kjær
|Knudsen
|RikkeK
|[[Milestones in Project Planning]]
|-
|-
|2
|Hedin
|Gunnarsstein Poulsen
|hedinp
|[[Resources]]
|-
|-
|3
|Isabel
|Wang
|isabel.w
|[[Benefits Realization Management as a key driver of Project Management Effectiveness]]
|-
|12
|Frederik
|Sørensen
|FTSN
|[[Hersey and Blanchard's Situational Leadership]]
|-
|4
|Simon
|Muurholm Hansen
|Muurholm
|[[Performance-based contracting]]
|-
|6
|Charles
|Hemmingsen
|s122801
|[[Programmification of work]]
|-
|17
|Alberto
|Tognon
|s172420
|[[Project Management in pharmaceutical industry]]
|-
|17
|Stefano
|Di Lenardo
|s190056
|[[A conceptual framework of sustainability in project management]]
|-
|5
|Arndt
|Oschinsky
|AJO
|[[The Project Charter]]
|-

|16
|Dana Rut
|Gunnarsdóttir
|s180289
|[[Project Management Reporting]]
|-

|-
|8
|Anna
|Shevchenko
|Anutka
|[[SAFe]]
|-

|-
|Group Number Pending
|Thomas
|Boel
|Morning
|[[Cost Control]]
|-

|-
|6
|Ole
|Moe
|s186359
|[[Prince2]]
|-

|-
|2
|Nikolaj
|Petersen
|s173344
|[[Managing habits in a project]]
|-

|-
|15
|Sofie
|Martinussen
|Sofie Martinussen
|[[Improve communication with active listening]]
|-

|-
|2
|Sophia
|Nielsen
|s114901
|[[Adaptive Management]]
|-

|-
|10
|Costanza
|Sesti
|Costanza Sesti
|[[Systems Theory in Project Management]]
|-
|-
|-
|7
|Mathias
|Steuch
|Msteuch
|[[SMART goals - A Project Manager Tool]]
|-
|-

Use of Business Model Canvas to Kickstart the project management

2019-02-18T10:29:09Z

S123790:

Use of Business Model Canvas to Kickstart the project management

2019-02-18T10:28:25Z

S123790:

Use of Business Model Canvas to Kickstart the project management

2019-02-18T09:58:55Z

S123790: Created page with "==Abstract== To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing..."

==Abstract==

To start a project, it is important to have a clear scope. A tool that is often used is the Business model canvas, both to start up a project within an existing company or to start up a new company. The business plan can be more or less comprehensive, but the more it is well thought out the higher is the chance of success. A typical method to create a business plan is to use the Business model canvas and therefore this article examine the incooperation of the business model canvas to project managing. The execution of information transfer from the Business Model Canvas to execution of project management will be described in detail, with the focus of Key stakeholders, Key activities, Key resources, Cost structure and Value propositions.

The two main project developement methodologies considered in this paper are waterfall and agile. Waterfall sequential based method whereas agile is based on iterations. Choosing between these two methods will affect the use of the business model canvas. For detailed explanation read [[Waterfall vs. Agile Methodology]].

Articles Spring Term 2019

2019-02-14T08:33:26Z

S123790: /* Overview of 2019 Wiki articles */

{| class="wikitable"
|+ '''Disclaimer!
|-
|''The requirements for the articles written in previous Terms (2014, 2015, 2016, Jun 2017, 2017) were not the same as for Spring Term 2018 and 2019. Please make sure you read the requirements for your own fall/spring term carefully before starting your wiki article.''
|}

Please complete this table with your group number, full name, username and the title of your article.

To create more lines in the table click '''Edit''' and use the following code to create more lines in the table and replace the example text with your own information:

<pre style="white-space: pre-wrap;
white-space: -moz-pre-wrap;
white-space: -pre-wrap;
white-space: -o-pre-wrap;
word-wrap: break-word;">
|-
|Group Number
|First Name
|Last Name
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|-
</pre>
Create a direct link by making square brackets ([[ ]]) around the title such as [[Title]]

The straight lines ( | ) create columns and the straight line with a dash ( |- ) creates a new row in the table.

( |} ) is only used at the very end to finish the coding for the table.

=Overview of 2019 Wiki articles=

{| class="wikitable sortable"
|+Spring Term 2019 Wiki Articles
|-
!Group Number
!First Name
!Last Name
!User Name
!Link to Article
|-
|Group Number Pending
|Panagiotis
|Vounatsos
|PanosVoun
|[[Epistemic vs. Aleatory uncertainty]]
|-
|Group Number Pending
|Jack
|Frain
|Fraino12345
|[[Stakeholder Management Processes in Projects]]
|-
|-
|Group Number Pending
|Edoardo
|Braccini
|EdoBraa
|[[Benefits Realisation Management (BRM)]]
|-
|-
|Group Number Pending
|Andrea
|Könnecke
|Andrea Könnecke
|[[Shannon & Weaver Model for Communication]]
|-
|-
|Group Number Pending
|Srdjan
|Gluhovic
|srdjangluhovic
|[[Project Scope Control Management]]
|-
|-
|Group Number Pending
|Casper
|Claudinger
|Casper
|[[Managing projects in a functional organization]]
|-
|-
|Group Number Pending
|Ronglian
|Wei
|Panda Lian
|[[Conceptual levels of competence]]
|-
|-
|Group Number Pending
|Jesper
|Wolters
|Wolters
|[[Resource allocation and crashing]]
|-
|-
|Group Number Pending
|Oliwia
|Sonia
|Lubiarz
|[[Meeting Management]]
|-
|-
|Group Number Pending
|Francisco
|Almirudis
|Frank Almirudis
|[[Scheduling: Critical path, PERT and Gantt]]
|-
|-
|Group Number Pending
|Bartlomiej
|Maciej
|Tyczynski
|[[Outcome, output, benefit]]
|-
|-
|Group Number Pending
|Brynja
|Benediktsdóttir
|Brynja Ben.
|[[The Periodic Table of Project Management]]
|-
|-
|Group Number Pending
|Jonina Thora
|Einarsdottir
|Jonina Thora
|[[Project Management Success Factors]]
|-
|-
!Group Number Pending
!Pedro
!Lopes da Cunha
!PedroLopesCunha
![[Project Management: Cost vs. Price]]
|-
|-
|Group Number Pending
|Sarantis
|Pavlidis
|Sarantis
|[[Types of activities]]
|-
|Group Number Pending
|Rikke
|Andersen
|RikkeA
|[[Cognitive Bias]]
|-
|-
|Group Number Pending
|Johan
|Hilsøe
|s154073
|[[Unidentified Risks]]
|-
|-
|Group Number Pending
|Mads
|Kronholm
|Mads Kronholm
|[[DMAIC]]
|-
|-
|Group Number Pending
|Anne
|Dittmann
|Anne
|[[Organisational Design and Structures]]
|-
|-
|Group Number Pending
|Thea
|Pedersen
|Thea
|[[One Page project Management]]
|-
|-
|Group Number Pending
|Madalina
|Grigoras
|s186465
|[[Value to whom?]]
|-
|-
|Group Number Pending
|Martin
|Eberholst Carlsen
|Martineberholstcarlsen
|[[Project Initiation Management in construction]]
|-
|-
|Group Number Pending
|Rasmine
|Søgren
|s145320
|[[Outcome]]
|-
|-
|Group Number Pending
|Julie
|Rostgaard Andersen
|s123790
|[[...]]
|-
|-