http://13.50.150.85/api.php?action=feedcontributions&feedformat=atom&user=S134639 2026-07-15T11:24:19Z User contributions MediaWiki 1.43.3 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=57850 2018-02-26T21:10:32Z

<p>S134639: /* Application */</p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The value proposition should be designed with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> [[File:val.PNG|thumb|&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;The image illustrates the 9 building blocks of the Business Model Canvas. The Customer Segments and Value Propositions blocks are used in the Value Proposition Canvas. The image is from ''Value Proposition Design'' by Alexander Osterwalder et al. |700px]]<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right). The image is from strategyzer.com.|450px]]<br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders/customers in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose&lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). Both the internal and external forces meet around the value propositions. In the Value Proposition Canvas the two blocks ''Customer Segments'' and ''Value Propositions'' are used to describe how the organization creates and exchanges value with the customers/stakeholders&lt;ref name=BusinessModel/&gt;. <br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas allowing the project manager to zoom in on creating value for the customers. &lt;ref name=lederindsigt/&gt;. <br /> The Value Proposition Canvas looks at two parts - the value proposition map and the customer segment map. The value map describes how the project manager intends to create value, while the project manager shows their understanding of their customers in the customer profile. <br /> <br /> The value proposition can be split into: ''Products &amp; Services'', ''Gain Creators'' and ''Pain Relievers''. <br /> *'''Products &amp; Services:''' The bundle of products and services that the value propositions are built on and that the organization offers their customers in order to satisfy their needs. <br /> *'''Gain Creators''': How the products or services benefits the customers. It describes how the project manager plans to create gains for the customer. <br /> *'''Pain Relievers''': How the products or services eliminate the potential pains or annoyances the customer might have. Details how the project manager will remove pains&lt;ref name = ValueDesign/&gt;&lt;ref name = lederindsigt/&gt;. <br /> <br /> The customer map can be split into: ''Customer Jobs'', ''Gains'' and ''Pains''<br /> *'''Customer jobs''': Describes the tasks that the customers try to finish, problems they try to work out or needs to satisfy. There are three main types of customer jobs: functional, social and emotional jobs. The functional jobs addresses specific tasks. The social jobs concern gaining status or looking good. The latter concerns feeling good or secure. The project manager has to use the customer's perspective when analyzing the jobs. <br /> *'''Gains''': The benefits the customers either wishes or expects too see. It can also be benefits that are required in order to get a job done or unexpected benefits that the customer forsees.<br /> *'''Pains''': The challenges the customers face when getting a job done. Could be risks, obstacles that prevent the customer from getting the job done or functional pains. The project manager must identify the pains and its severeness in order to produce pain relievers.<br /> When the value proposition map and customer segment map meet each other, the project manager achieves a ''fit''. The project manager achieves a fit when customers are satisfied with the value propositions, which focuses on important customer jobs, relieves extreme pains and creates fundamental gains. The project manager can achieve a fit through three phases. Firstly, when identifying the significant jobs, pains and gains that can be addressed with the value proposition. Next, when the customers are satisfied with the presented value proposition. Finally, when the project manager identifies innovative and profitable business models. &lt;ref name = ValueDesign/&gt;&lt;ref name = lederindsigt/&gt;.<br /> <br /> == Application== <br /> After designing a value proposition that seems promising for the customer, the project manager must test it. It is important to test the value proposition in early stages in order to reduce risks, make adjustments and improve the value proposition. The project manager must decide whether the services or products that the customer wanted has been delivered and whether they've achieved their benefits and had their pains alleviated. The project manager must remember that the customers may have several pains and it is not possible to relieve them all - he must focus on the most severe ones. Similarly, the project manager may not be able to provide all of the services or products that the customer expect and must therefore focus on the most crucial gains for the customer &lt;ref name =better&gt;http://designabetterbusiness.com/2017/10/12/how-to-really-understand-your-customer-with-the-value-proposition-canvas/.&lt;/ref&gt;.<br /> <br /> The steps for creating value propositions that create value for the customers: <br /> *'''Outlining value propostion''': The project manager must fill out the canvas. The products or services that the organization will provide to their customers must be clarified and the project manager must illustrate how he will create gains and alleviate the pains of the customer. <br /> *'''Testing customer assumptions''': The project manager must communicate with the customers in order to verify whether the ''Customer Jobs'' described in the Value Proposition Canvas actually are important for the customers. He must determine whether the customer desire the ''Gains'' the project manager has described and whether the customer actually faces ''Pains'' that are detailed in the canvas. The project manager can check his customer assumptions by eg. interviewing customers.<br /> *'''Adjustment of value proposition canvas''': Once the project manager has gained insight on his customers and has verified whether his assumptions are correct, he must re-visit the canvas. The project manager has to clarify the pains and gains to focus on and adjust the value proposition to match this. <br /> *'''Testing the value proposition''': The project manager must test the value proposition together with the customer step-by-step in order to achieve a fit between the value proposition and the needs of the customer. It is up to the customer to decide whether the value proposition creates value for his business and fulfills their needs. &lt;ref&gt;https://www.toolshero.com/marketing/value-proposition-canvas/&lt;/ref&gt;&lt;ref name=ValueDesign/&gt;&lt;ref name=alchemist&gt;http://businessmodelalchemist.com/blog/2012/09/test-your-value-proposition-supercharge-lean-startup-and-custdev-principles.html&lt;/ref&gt;<br /> <br /> The project manager can use this canvas to gain insight on the customer segments and what to offer them. Creating a well-crafted canvas will make the customer's appreciate hiring the organization and the value proposition presented by the project manager&lt;ref name = better/&gt;.<br /> <br /> ==== Example 1: Tesla ==== <br /> Tesla produces electric cars. When Tesla set their value proposition for producing their electric cars, the jobs that had customers wanted was comfortable travel as well as portraying success and uniqueness. Some of the pains that customers had with electric cars was weak batteries and lack of charging stations for their cars and having to charge their cars often. The gains that the customers expected to see was high-tech, well-designed cars with strong batteries. <br /> Tesla managed to create a fit between their customer segment and their value proposition. By providing beautiful and high-performing cars with well-functioning battery technology, they managed to satisfy their customer's needs. Adding an 8 year-old battery warranty also created a pain reliever next to producing the cars. <br /> &lt;ref name = better/&gt;<br /> <br /> ==== Example 2: Apple Pay ==== <br /> When Apple introduced Apple Pay their idea was to replace wallets with mobile payment. Some of the pains that customers had was feeling financially exposed as there were risks of theft, dropping their wallets or insecure credit cards. Apple met their customer's pain by providing a digital wallet where the customers are able to handle various cards. The customers were also provided with a feeling of security with fingerprint-ID and transaction codes. Apple was able to create a fit as they also presented the customers with benefits such as fast checkouts and being able to make payments with their mobile devices. Apple chose the right value propositions as they were able to provide benefits for their customers, alleviate their pains and creating a product that the customers wanted &lt;ref name=strag&gt;http://blog.strategyzer.com/posts/2014/9/11/apple-pay-an-obvious-value-proposition&lt;/ref&gt;.<br /> <br /> === Common Mistakes === <br /> There are several common mistakes that the project manager has to avoid when designing the value proposition. Some of the most common mistakes that can occur: <br /> *'''Looking at Value Proposition as one building block''': It is important that the project manager sees the Value Proposition Canvas as two separate blocks - the Value Map and the Customer Profile. The Customer Profile is what the project manager uses for assesing the customer segment while the Value Map is what the project manager will design for the customer segment. <br /> *'''Mixing customer segments into one canvas''': Mixing all customer segments in one canvas should be avoided. Instead the project manager should create a value proposition canvas for each specific customer segment.<br /> *'''Creating the Customer Profile while having the value proposition in mind''': The project manager should look from the customer's point-of-view. Rather than presenting products/services that they see value in themselves, they should address what the customer wants. <br /> *'''Solely focusing on functional jobs''': The project manager should not only focus on functional jobs but also remember social or emotional jobs. For an example wanting to gain status or impress others.<br /> *'''Trying to undertake all of the customer's pains and gains''': It is unrealistic to undertake every possible pain or gain that the customer may have. The project manager must choose which pains and gains to focus on and pass up. <br /> <br /> Avoiding these common mistakes will help the project manager creating value propositions that the customers will appreciate &lt;ref name=stra&gt;http://blog.strategyzer.com/posts/2015/2/19/5-common-mistakes-to-avoid-when-using-the-value-proposition-canvas&lt;/ref&gt;<br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=57808 2018-02-26T20:46:33Z

<p>S134639: /* Application */</p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The value proposition should be designed with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> [[File:val.PNG|thumb|&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;The image illustrates the 9 building blocks of the Business Model Canvas. The Customer Segments and Value Propositions blocks are used in the Value Proposition Canvas. The image is from ''Value Proposition Design'' by Alexander Osterwalder et al. |700px]]<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right). The image is from strategyzer.com.|450px]]<br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders/customers in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose&lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). Both the internal and external forces meet around the value propositions. In the Value Proposition Canvas the two blocks ''Customer Segments'' and ''Value Propositions'' are used to describe how the organization creates and exchanges value with the customers/stakeholders&lt;ref name=BusinessModel/&gt;. <br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas allowing the project manager to zoom in on creating value for the customers. &lt;ref name=lederindsigt/&gt;. <br /> The Value Proposition Canvas looks at two parts - the value proposition map and the customer segment map. The value map describes how the project manager intends to create value, while the project manager shows their understanding of their customers in the customer profile. <br /> <br /> The value proposition can be split into: ''Products &amp; Services'', ''Gain Creators'' and ''Pain Relievers''. <br /> *'''Products &amp; Services:''' The bundle of products and services that the value propositions are built on and that the organization offers their customers in order to satisfy their needs. <br /> *'''Gain Creators''': How the products or services benefits the customers. It describes how the project manager plans to create gains for the customer. <br /> *'''Pain Relievers''': How the products or services eliminate the potential pains or annoyances the customer might have. Details how the project manager will remove pains&lt;ref name = ValueDesign/&gt;&lt;ref name = lederindsigt/&gt;. <br /> <br /> The customer map can be split into: ''Customer Jobs'', ''Gains'' and ''Pains''<br /> *'''Customer jobs''': Describes the tasks that the customers try to finish, problems they try to work out or needs to satisfy. There are three main types of customer jobs: functional, social and emotional jobs. The functional jobs addresses specific tasks. The social jobs concern gaining status or looking good. The latter concerns feeling good or secure. The project manager has to use the customer's perspective when analyzing the jobs. <br /> *'''Gains''': The benefits the customers either wishes or expects too see. It can also be benefits that are required in order to get a job done or unexpected benefits that the customer forsees.<br /> *'''Pains''': The challenges the customers face when getting a job done. Could be risks, obstacles that prevent the customer from getting the job done or functional pains. The project manager must identify the pains and its severeness in order to produce pain relievers.<br /> When the value proposition map and customer segment map meet each other, the project manager achieves a ''fit''. The project manager achieves a fit when customers are satisfied with the value propositions, which focuses on important customer jobs, relieves extreme pains and creates fundamental gains. The project manager can achieve a fit through three phases. Firstly, when identifying the significant jobs, pains and gains that can be addressed with the value proposition. Next, when the customers are satisfied with the presented value proposition. Finally, when the project manager identifies innovative and profitable business models. &lt;ref name = ValueDesign/&gt;&lt;ref name = lederindsigt/&gt;.<br /> <br /> == Application== <br /> After designing a value proposition that seems promising for the customer, the project manager must test it. It is important to test the value proposition in early stages in order to reduce risks, make adjustments and improve the value proposition. The project manager must decide whether the services or products that the customer wanted has been delivered and whether they've achieved their benefits and had their pains alleviated. The project manager must remember that the customers may have several pains and it is not possible to relieve them all - he must focus on the most severe ones. Similarly, the project manager may not be able to provide all of the services or products that the customer expect and must therefore focus on the most crucial gains for the customer &lt;ref name =better&gt;http://designabetterbusiness.com/2017/10/12/how-to-really-understand-your-customer-with-the-value-proposition-canvas/.&lt;/ref&gt;.<br /> <br /> The steps for creating value propositions that create value for the customers: <br /> *'''Outlining value propostion''': The project manager must fill out the canvas. The products or services that the organization will provide to their customers must be clarified and the project manager must illustrate how he will create gains and alleviate the pains of the customer. <br /> *'''Testing customer assumptions''': The project manager must communicate with the customers in order to verify whether the ''Customer Jobs'' described in the Value Proposition Canvas actually are important for the customers. He must determine whether the customer desire the ''Gains'' the project manager has described and whether the customer actually faces ''Pains'' that are detailed in the canvas. The project manager can check his customer assumptions by eg. interviewing customers.<br /> *'''Adjustment of value proposition canvas''': Once the project manager has gained insight on his customers and has verified whether his assumptions are correct, he must re-visit the canvas. The project manager has to clarify the pains and gains to focus on and adjust the value proposition to match this. <br /> *'''Testing the value proposition''': The project manager must test the value proposition together with the customer step-by-step in order to achieve a fit between the value proposition and the needs of the customer. It is up to the customer to decide whether the value proposition creates value for his business and fulfills their needs. &lt;ref&gt;https://www.toolshero.com/marketing/value-proposition-canvas/&lt;/ref&gt;&lt;ref name=ValueDesign/&gt;&lt;ref name=alchemist&gt;http://businessmodelalchemist.com/blog/2012/09/test-your-value-proposition-supercharge-lean-startup-and-custdev-principles.html&lt;/ref&gt;<br /> <br /> The project manager can use this canvas to gain insight on the customer segments and what to offer them. Creating a well-crafted canvas will make the customer's appreciate hiring the organization and the value proposition presented by the project manager&lt;ref name = better/&gt;.<br /> <br /> ==== Example: Tesla ==== <br /> Tesla produces electric cars. When Tesla set their value proposition for producing their electric cars, the jobs that had customers wanted was comfortable travel as well as portraying success and uniqueness. Some of the pains that customers had with electric cars was weak batteries and lack of charging stations for their cars and having to charge their cars often. The gains that the customers expected to see was high-tech, well-designed cars with strong batteries. <br /> Tesla managed to create a fit between their customer segment and their value proposition. By providing beautiful and high-performing cars with well-functioning battery technology, they managed to satisfy their customer's needs. Adding an 8 year-old battery warranty also created a pain reliever next to producing the cars. <br /> &lt;ref name = better/&gt;<br /> <br /> === Common Mistakes === <br /> There are several common mistakes that the project manager has to avoid when designing the value proposition. Some of the most common mistakes that can occur: <br /> *'''Looking at Value Proposition as one building block''': It is important that the project manager sees the Value Proposition Canvas as two separate blocks - the Value Map and the Customer Profile. The Customer Profile is what the project manager uses for assesing the customer segment while the Value Map is what the project manager will design for the customer segment. <br /> *'''Mixing customer segments into one canvas''': Mixing all customer segments in one canvas should be avoided. Instead the project manager should create a value proposition canvas for each specific customer segment.<br /> *'''Creating the Customer Profile while having the value proposition in mind''': The project manager should look from the customer's point-of-view. Rather than presenting products/services that they see value in themselves, they should address what the customer wants. <br /> *'''Solely focusing on functional jobs''': The project manager should not only focus on functional jobs but also remember social or emotional jobs. For an example wanting to gain status or impress others.<br /> *'''Trying to undertake all of the customer's pains and gains''': It is unrealistic to undertake every possible pain or gain that the customer may have. The project manager must choose which pains and gains to focus on and pass up. <br /> <br /> Avoiding these common mistakes will help the project manager creating value propositions that the customers will appreciate &lt;ref name=stra&gt;http://blog.strategyzer.com/posts/2015/2/19/5-common-mistakes-to-avoid-when-using-the-value-proposition-canvas&lt;/ref&gt;<br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=57802 2018-02-26T20:42:56Z

<p>S134639: /* Description */</p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The value proposition should be designed with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> [[File:val.PNG|thumb|&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;The image illustrates the 9 building blocks of the Business Model Canvas. The Customer Segments and Value Propositions blocks are used in the Value Proposition Canvas. The image is from ''Value Proposition Design'' by Alexander Osterwalder et al. |700px]]<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right). The image is from strategyzer.com.|450px]]<br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders/customers in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose&lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). Both the internal and external forces meet around the value propositions. In the Value Proposition Canvas the two blocks ''Customer Segments'' and ''Value Propositions'' are used to describe how the organization creates and exchanges value with the customers/stakeholders&lt;ref name=BusinessModel/&gt;. <br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas allowing the project manager to zoom in on creating value for the customers. &lt;ref name=lederindsigt/&gt;. <br /> The Value Proposition Canvas looks at two parts - the value proposition map and the customer segment map. The value map describes how the project manager intends to create value, while the project manager shows their understanding of their customers in the customer profile. <br /> <br /> The value proposition can be split into: ''Products &amp; Services'', ''Gain Creators'' and ''Pain Relievers''. <br /> *'''Products &amp; Services:''' The bundle of products and services that the value propositions are built on and that the organization offers their customers in order to satisfy their needs. <br /> *'''Gain Creators''': How the products or services benefits the customers. It describes how the project manager plans to create gains for the customer. <br /> *'''Pain Relievers''': How the products or services eliminate the potential pains or annoyances the customer might have. Details how the project manager will remove pains&lt;ref name = ValueDesign/&gt;&lt;ref name = lederindsigt/&gt;. <br /> <br /> The customer map can be split into: ''Customer Jobs'', ''Gains'' and ''Pains''<br /> *'''Customer jobs''': Describes the tasks that the customers try to finish, problems they try to work out or needs to satisfy. There are three main types of customer jobs: functional, social and emotional jobs. The functional jobs addresses specific tasks. The social jobs concern gaining status or looking good. The latter concerns feeling good or secure. The project manager has to use the customer's perspective when analyzing the jobs. <br /> *'''Gains''': The benefits the customers either wishes or expects too see. It can also be benefits that are required in order to get a job done or unexpected benefits that the customer forsees.<br /> *'''Pains''': The challenges the customers face when getting a job done. Could be risks, obstacles that prevent the customer from getting the job done or functional pains. The project manager must identify the pains and its severeness in order to produce pain relievers.<br /> When the value proposition map and customer segment map meet each other, the project manager achieves a ''fit''. The project manager achieves a fit when customers are satisfied with the value propositions, which focuses on important customer jobs, relieves extreme pains and creates fundamental gains. The project manager can achieve a fit through three phases. Firstly, when identifying the significant jobs, pains and gains that can be addressed with the value proposition. Next, when the customers are satisfied with the presented value proposition. Finally, when the project manager identifies innovative and profitable business models. &lt;ref name = ValueDesign/&gt;&lt;ref name = lederindsigt/&gt;.<br /> <br /> == Application== <br /> After designing a value proposition that seems promising for the customer, the project manager must test it. It is important to test the value proposition in early stages in order to reduce risks, make adjustments and improve the value proposition. The project manager must decide whether the services or products that the customer wanted has been delivered and whether they've achieved their benefits and had their pains alleviated. The project manager must remember that the customers may have several pains and it is not possible to relieve them all - he must focus on the most severe ones. Similarly, the project manager may not be able to provide all of the services or products that the customer expect and must therefore focus on the most crucial gains for the customer &lt;ref name =better&gt;http://designabetterbusiness.com/2017/10/12/how-to-really-understand-your-customer-with-the-value-proposition-canvas/.&lt;/ref&gt;.<br /> <br /> The steps for creating value propositions that create value for the customers: <br /> *'''Outlining value propostion''': The project manager must fill out the canvas. The products or services that the organization will provide to their customers must be clarified and the project manager must illustrate how he will create gains and alleviate the pains of the customer. <br /> *'''Testing customer assumptions''': The project manager must communicate with the customers in order to verify whether the ''Customer Jobs'' described in the Value Proposition Canvas actually are important for the customers. He must determine whether the customer desire the ''Gains'' the project manager has described and whether the customer actually faces ''Pains'' that are detailed in the canvas. The project manager can check his customer assumptions by eg. interviewing customers.<br /> *'''Adjustment of value proposition canvas''': Once the project manager has gained insight on his customers and has verified whether his assumptions are correct, he must re-visit the canvas. The project manager has to clarify the pains and gains to focus on and adjust the value proposition to match this. <br /> *'''Testing the value proposition''': The project manager must test the value proposition together with the customer step-by-step in order to achieve a fit between the value proposition and the needs of the customer. It is up to the customer to decide whether the value proposition creates value for his business and fulfills their needs. &lt;ref&gt;https://www.toolshero.com/marketing/value-proposition-canvas/&lt;/ref&gt;&lt;ref name=ValueDesign/&gt;&lt;ref name=alchemist&gt;http://businessmodelalchemist.com/blog/2012/09/test-your-value-proposition-supercharge-lean-startup-and-custdev-principles.html&lt;/ref&gt;<br /> <br /> ==== Example: Tesla ==== <br /> Tesla produces electric cars. When Tesla set their value proposition for producing their electric cars, the jobs that had customers wanted was comfortable travel as well as portraying success and uniqueness. Some of the pains that customers had with electric cars was weak batteries and lack of charging stations for their cars and having to charge their cars often. The gains that the customers expected to see was high-tech, well-designed cars with strong batteries. <br /> Tesla managed to create a fit between their customer segment and their value proposition. By providing beautiful and high-performing cars with well-functioning battery technology, they managed to satisfy their customer's needs. Adding an 8 year-old battery warranty also created a pain reliever next to producing the cars. <br /> &lt;ref name = better/&gt;<br /> <br /> === Common Mistakes === <br /> There are several common mistakes that the project manager has to avoid when designing the value proposition. Some of the most common mistakes that can occur: <br /> *'''Looking at Value Proposition as one building block''': It is important that the project manager sees the Value Proposition Canvas as two separate blocks - the Value Map and the Customer Profile. The Customer Profile is what the project manager uses for assesing the customer segment while the Value Map is what the project manager will design for the customer segment. <br /> *'''Mixing customer segments into one canvas''': Mixing all customer segments in one canvas should be avoided. Instead the project manager should create a value proposition canvas for each specific customer segment.<br /> *'''Creating the Customer Profile while having the value proposition in mind''': The project manager should look from the customer's point-of-view. Rather than presenting products/services that they see value in themselves, they should address what the customer wants. <br /> *'''Solely focusing on functional jobs''': The project manager should not only focus on functional jobs but also remember social or emotional jobs. For an example wanting to gain status or impress others.<br /> *'''Trying to undertake all of the customer's pains and gains''': It is unrealistic to undertake every possible pain or gain that the customer may have. The project manager must choose which pains and gains to focus on and pass up. <br /> <br /> Avoiding these common mistakes will help the project manager creating value propositions that the customers will appreciate &lt;ref name=stra&gt;http://blog.strategyzer.com/posts/2015/2/19/5-common-mistakes-to-avoid-when-using-the-value-proposition-canvas&lt;/ref&gt;<br /> <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=57769 2018-02-26T20:19:17Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The value proposition should be designed with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> [[File:val.PNG|thumb|&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;The image illustrates the 9 building blocks of the Business Model Canvas. The Customer Segments and Value Propositions blocks are used in the Value Proposition Canvas. The image is from ''Value Proposition Design'' by Alexander Osterwalder et al. |700px]]<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right). The image is from strategyzer.com.|450px]]<br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders/customers in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose&lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). Both the internal and external forces meet around the value propositions. In the Value Proposition Canvas the two blocks ''Customer Segments'' and ''Value Propositions'' are used to describe how the organization creates and exchanges value with the customers/stakeholders&lt;ref name=BusinessModel/&gt;. <br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas allowing the project manager to zoom in on creating value for the customers. &lt;ref name=lederindsigt/&gt;. <br /> The Value Proposition Canvas looks at two parts - the value proposition map and the customer segment map. The value map describes how the project manager intends to create value, while the project manager shows their understanding of their customers in the customer profile. <br /> <br /> The value proposition can be split into: ''Products &amp; Services'', ''Gain Creators'' and ''Pain Relievers''. <br /> *'''Products &amp; Services:''' The bundle of products and services that the value propositions are built on and that the organization offers their customers in order to satisfy their needs. <br /> *'''Gain Creators''': How the products or services benefits the customers. It describes how the project manager plans to create gains for the customer. <br /> *'''Pain Relievers''': How the products or services eliminate the potential pains or annoyances the customer might have. Details how the project manager will remove pains&lt;ref name = ValueDesign/&gt;&lt;ref name = lederindsigt/&gt;. <br /> <br /> The customer map can be split into: ''Customer Jobs'', ''Gains'' and ''Pains''<br /> *'''Customer jobs''': Describes the tasks that the customers try to finish, problems they try to work out or needs to satisfy. The project manager has to use the customer's perspective when analyzing the jobs. <br /> *'''Gains''': The benefits the customers wishes to see. <br /> *'''Pains''': The challenges the customers face when getting a job done. The project manager must identify the pains and its severeness in order to produce pain relievers. <br /> When the value proposition map and customer segment map meet each other, the project manager achieves a ''fit''. The project manager achieves a fit when customers are satisfied with the value propositions, which focuses on important customer jobs, relieves extreme pains and creates fundamental gains&lt;ref name = ValueDesign/&gt;&lt;ref name = lederindsigt/&gt;.<br /> <br /> == Application== <br /> After designing a value proposition that seems promising for the customer, the project manager must test it. It is important to test the value proposition in early stages in order to reduce risks, make adjustments and improve the value proposition. The project manager must decide whether the services or products that the customer wanted has been delivered and whether they've achieved their benefits and had their pains alleviated. The project manager must remember that the customers may have several pains and it is not possible to relieve them all - he must focus on the most severe ones. Similarly, the project manager may not be able to provide all of the services or products that the customer expect and must therefore focus on the most crucial gains for the customer &lt;ref name =better&gt;http://designabetterbusiness.com/2017/10/12/how-to-really-understand-your-customer-with-the-value-proposition-canvas/.&lt;/ref&gt;.<br /> <br /> The steps for creating value propositions that create value for the customers: <br /> *'''Outlining value propostion''': The project manager must fill out the canvas. The products or services that the organization will provide to their customers must be clarified and the project manager must illustrate how he will create gains and alleviate the pains of the customer. <br /> *'''Testing customer assumptions''': The project manager must communicate with the customers in order to verify whether the ''Customer Jobs'' described in the Value Proposition Canvas actually are important for the customers. He must determine whether the customer desire the ''Gains'' the project manager has described and whether the customer actually faces ''Pains'' that are detailed in the canvas. The project manager can check his customer assumptions by eg. interviewing customers.<br /> *'''Adjustment of value proposition canvas''': Once the project manager has gained insight on his customers and has verified whether his assumptions are correct, he must re-visit the canvas. The project manager has to clarify the pains and gains to focus on and adjust the value proposition to match this. <br /> *'''Testing the value proposition''': The project manager must test the value proposition together with the customer step-by-step in order to achieve a fit between the value proposition and the needs of the customer. It is up to the customer to decide whether the value proposition creates value for his business and fulfills their needs. &lt;ref&gt;https://www.toolshero.com/marketing/value-proposition-canvas/&lt;/ref&gt;&lt;ref name=ValueDesign/&gt;&lt;ref name=alchemist&gt;http://businessmodelalchemist.com/blog/2012/09/test-your-value-proposition-supercharge-lean-startup-and-custdev-principles.html&lt;/ref&gt;<br /> <br /> ==== Example: Tesla ==== <br /> Tesla produces electric cars. When Tesla set their value proposition for producing their electric cars, the jobs that had customers wanted was comfortable travel as well as portraying success and uniqueness. Some of the pains that customers had with electric cars was weak batteries and lack of charging stations for their cars and having to charge their cars often. The gains that the customers expected to see was high-tech, well-designed cars with strong batteries. <br /> Tesla managed to create a fit between their customer segment and their value proposition. By providing beautiful and high-performing cars with well-functioning battery technology, they managed to satisfy their customer's needs. Adding an 8 year-old battery warranty also created a pain reliever next to producing the cars. <br /> &lt;ref name = better/&gt;<br /> <br /> === Common Mistakes === <br /> There are several common mistakes that the project manager has to avoid when designing the value proposition. Some of the most common mistakes that can occur: <br /> *'''Looking at Value Proposition as one building block''': It is important that the project manager sees the Value Proposition Canvas as two separate blocks - the Value Map and the Customer Profile. The Customer Profile is what the project manager uses for assesing the customer segment while the Value Map is what the project manager will design for the customer segment. <br /> *'''Mixing customer segments into one canvas''': Mixing all customer segments in one canvas should be avoided. Instead the project manager should create a value proposition canvas for each specific customer segment.<br /> *'''Creating the Customer Profile while having the value proposition in mind''': The project manager should look from the customer's point-of-view. Rather than presenting products/services that they see value in themselves, they should address what the customer wants. <br /> *'''Solely focusing on functional jobs''': The project manager should not only focus on functional jobs but also remember social or emotional jobs. For an example wanting to gain status or impress others.<br /> *'''Trying to undertake all of the customer's pains and gains''': It is unrealistic to undertake every possible pain or gain that the customer may have. The project manager must choose which pains and gains to focus on and pass up. <br /> <br /> Avoiding these common mistakes will help the project manager creating value propositions that the customers will appreciate &lt;ref name=stra&gt;http://blog.strategyzer.com/posts/2015/2/19/5-common-mistakes-to-avoid-when-using-the-value-proposition-canvas&lt;/ref&gt;<br /> <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=57750 2018-02-26T20:10:04Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The value proposition should be designed with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> [[File:val.PNG|thumb|&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;The image illustrates the 9 building blocks of the Business Model Canvas. The Customer Segments and Value Propositions blocks are used in the Value Proposition Canvas. The image is from ''Value Proposition Design'' by Alexander Osterwalder et al. |700px]]<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right). The image is from strategyzer.com.|450px]]<br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose. &lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). Both the internal and external forces meet around the value propositions. In the Value Proposition Canvas the two blocks ''Customer Segments'' and ''Value Propositions'' are used to describe how the organization creates and exchanges value with the customers/stakeholders&lt;ref name=BusinessModel/&gt;. <br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas allowing the project manager to zoom in on how to create value for the customers. &lt;ref name=lederindsigt/&gt;. <br /> The Value Proposition Canvas looks at two parts - the value proposition map and the customer segment map. The value map describes how the project manager intends to create value, while the project manager shows their understanding of their customers in the customer profile. <br /> <br /> The value proposition can be split into: ''Products &amp; Services'', ''Gain Creators'' and ''Pain Relievers''. <br /> *'''Products &amp; Services:''' The bundle of products and services that the value propositions are built on and that the organization offers their customers in order to satisfy their needs. <br /> *'''Gain Creators''': How the products or services benefits the customers. It describes how the project manager plans to create gains for the customer. <br /> *'''Pain Relievers''': How the products or services eliminate the potential pains or annoyances the customer might have. Details how the project manager will remove pains. <br /> <br /> The customer map can be split into: ''Customer Jobs'', ''Gains'' and ''Pains''<br /> *'''Customer jobs''': Describes the tasks that the customers try to finish, problems they try to work out or needs to satisfy. The project manager has to use the customer's perspective when analyzing the jobs. <br /> *'''Gains''': The benefits the customers wishes to see. <br /> *'''Pains''': The challenges the customers face when getting a job done. The project manager must identify the pains and its severeness in order to produce pain relievers- <br /> When the value proposition map and customer segment map meet each other, the project manager achieves a ''fit''. The project manager achieves a fit when customers are satisfied with the value propositions, which focuses on important customer jobs, relieves extreme pains and creates fundamental gains&lt;ref name = ValueDesign/&gt;&lt;ref name = lederindsigt/&gt;<br /> <br /> == Application== <br /> After designing a value proposition that seems promising for the customer, the project manager must test it. It is important to test the value proposition in early stages in order to make adjustments and improve the value proposition. The project manager must decide whether the services or products that the customer wanted has been delivered and whether they've achieved their benefits and had their pains alleviated. The project manager must remember that the customers may have several pains and it is not possible to relieve them all - he must focus on the most severe ones. Similarly, the project manager may not be able to provide all of the services or products that the customer expect and must therefore focus on the most crucial gains for the customer &lt;ref name =better&gt;http://designabetterbusiness.com/2017/10/12/how-to-really-understand-your-customer-with-the-value-proposition-canvas/.&lt;/ref&gt;<br /> <br /> The steps for creating value propositions that create value for the customers: <br /> *'''Outlining value propostion''': The project manager must fill out the canvas. The products or services that the organization will provide to their customers must be clarified and the project manager must illustrate how he will create gains and alleviate the pains of the customer. <br /> *'''Testing customer assumptions''': The project manager must communicate with the customers in order to verify whether the ''Customer Jobs'' described in the Value Proposition Canvas actually are important for the customers. He must determine whether the customer desire the ''Gains'' the project manager has described and whether the customer actually faces ''Pains'' that are detailed in the canvas. The project manager can check his customer assumptions by eg. interviewing customers.<br /> *'''Adjustment of value proposition canvas''': Once the project manager has gained insight on his customers and has verified whether his assumptions are correct, he must re-visit the canvas. The project manager has to clarify the pains and gains to focus on and adjust the value proposition to match this. <br /> *'''Testing the value proposition''': The project manager must test the value proposition together with the customer step-by-step in order to achieve a fit between the value proposition and the needs of the customer. It is up to the customer to decide whether the value proposition creates value for his business and fulfills their needs. &lt;ref&gt;https://www.toolshero.com/marketing/value-proposition-canvas/&lt;/ref&gt;&lt;ref name=ValueDesign/&gt;&lt;ref name=alchemist&gt;http://businessmodelalchemist.com/blog/2012/09/test-your-value-proposition-supercharge-lean-startup-and-custdev-principles.html&lt;/ref&gt;<br /> <br /> ==== Example: Tesla ==== <br /> Tesla produces electric cars. When Tesla set their value proposition for producing their electric cars, the jobs that had customers wanted was comfortable travel as well as portraying success and uniqueness. Some of the pains that customers had with electric cars was weak batteries and lack of charging stations for their cars and having to charge their cars often. The gains that the customers expected to see was high-tech, well-designed cars with strong batteries. <br /> Tesla managed to create a fit between their customer segment and their value proposition. By providing beautiful and high-performing cars with well-functioning battery technology, they managed to satisfy their customer's needs. Adding an 8 year-old battery warranty also created a pain reliever next to producing the cars. <br /> &lt;ref name = better/&gt;<br /> <br /> === Common Mistakes === <br /> There are several common mistakes that the project manager has to avoid when designing the value proposition. Some of the most common mistakes that can occur: <br /> *'''Looking at Value Proposition as one building block''': It is important that the project manager sees the Value Proposition Canvas as two separate blocks - the Value Map and the Customer Profile. The Customer Profile is what the project manager uses for assesing the customer segment while the Value Map is what the project manager will design for the customer segment. <br /> *'''Mixing customer segments into one canvas''': Mixing all customer segments in one canvas should be avoided. Instead the project manager should create a value proposition canvas for each specific customer segment.<br /> *'''Creating the Customer Profile while having the value proposition in mind''': The project manager should look from the customer's point-of-view. Rather than presenting products/services that they see value in themselves, they should address what the customer wants. <br /> *'''Solely focusing on functional jobs''': The project manager should not only focus on functional jobs but also remember social or emotional jobs. For an example wanting to gain status or impress others.<br /> *'''Trying to undertake all of the customer's pains and gains''': It is unrealistic to undertake every possible pain or gain that the customer may have. The project manager must choose which pains and gains to focus on and pass up. <br /> <br /> Avoiding these common mistakes will help the project manager creating value propositions that the customers will appreciate &lt;ref name=stra&gt;http://blog.strategyzer.com/posts/2015/2/19/5-common-mistakes-to-avoid-when-using-the-value-proposition-canvas&lt;/ref&gt;<br /> <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=57729 2018-02-26T19:51:28Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> [[File:val.PNG|thumb|&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;The image illustrates the 9 building blocks of the Business Model Canvas. The Customer Segments and Value Propositions blocks are used in the Value Proposition Canvas. The image is from ''Value Proposition Design'' by Alexander Osterwalder et al. |700px]]<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right). The image is from strategyzer.com.|450px]]<br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose. &lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). Both the internal and external forces meet around the value propositions. In the Value Proposition Canvas the two blocks ''Customer Segments'' and ''Value Propositions'' are used to describe how the organization creates and exchanges value with the customers/stakeholders&lt;ref name=BusinessModel/&gt;. <br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas allowing the project manager to zoom in on how to create value for the customers. &lt;ref name=lederindsigt/&gt;. <br /> The Value Proposition Canvas looks at two parts - the value proposition map and the customer segment map. The value map describes how the project manager intends to create value, while the project manager shows their understanding of their customers in the customer profile. <br /> <br /> The value proposition can be split into: ''Products &amp; Services'', ''Gain Creators'' and ''Pain Relievers''. <br /> *'''Products &amp; Services:''' The bundle of products and services that the value propositions are built on and that the organization offers their customers in order to satisfy their needs. <br /> *'''Gain Creators''': How the products or services benefits the customers. It describes how the project manager plans to create gains for the customer. <br /> *'''Pain Relievers''': How the products or services eliminate the potential pains or annoyances the customer might have. Details how the project manager will remove pains. <br /> <br /> The customer map can be split into: ''Customer Jobs'', ''Gains'' and ''Pains''<br /> *'''Customer jobs''': Describes the tasks that the customers try to finish, problems they try to work out or needs to satisfy. The project manager has to use the customer's perspective when analyzing the jobs. <br /> *'''Gains''': The benefits the customers wishes to see. <br /> *'''Pains''': The challenges the customers face when getting a job done. The project manager must identify the pains and its severeness in order to produce pain relievers- <br /> When the value proposition map and customer segment map meet each other, the project manager achieves a ''fit''. The project manager achieves a fit when customers are satisfied with the value propositions, which focuses on important customer jobs, relieves extreme pains and creates fundamental gains&lt;ref name = ValueDesign/&gt;&lt;ref name = lederindsigt/&gt;<br /> <br /> == Application== <br /> After designing a value proposition that seems promising for the customer, the project manager must test it. It is important to test the value proposition in early stages in order to make adjustments and improve the value proposition. The project manager must decide whether the services or products that the customer wanted has been delivered and whether they've achieved their benefits and had their pains alleviated. The project manager must remember that the customers may have several pains and it is not possible to relieve them all - he must focus on the most severe ones. Similarly, the project manager may not be able to provide all of the services or products that the customer expect and must therefore focus on the most crucial gains for the customer &lt;ref name =better&gt;http://designabetterbusiness.com/2017/10/12/how-to-really-understand-your-customer-with-the-value-proposition-canvas/.&lt;/ref&gt;<br /> <br /> The steps for creating value propositions that create value for the customers: <br /> *'''Outlining value propostion''': The project manager must fill out the canvas. The products or services that the organization will provide to their customers must be clarified and the project manager must illustrate how he will create gains and alleviate the pains of the customer. <br /> *'''Testing customer assumptions''': The project manager must communicate with the customers in order to verify whether the ''Customer Jobs'' described in the Value Proposition Canvas actually are important for the customers. He must determine whether the customer desire the ''Gains'' the project manager has described and whether the customer actually faces ''Pains'' that are detailed in the canvas. The project manager can check his customer assumptions by eg. interviewing customers.<br /> *'''Adjustment of value proposition canvas''': Once the project manager has gained insight on his customers and has verified whether his assumptions are correct, he must re-visit the canvas. The project manager has to clarify the pains and gains to focus on and adjust the value proposition to match this. <br /> *'''Testing the value proposition''': The project manager must test the value proposition together with the customer step-by-step in order to achieve a fit between the value proposition and the needs of the customer. It is up to the customer to decide whether the value proposition creates value for his business and fulfills their needs. &lt;ref&gt;https://www.toolshero.com/marketing/value-proposition-canvas/&lt;/ref&gt;&lt;ref name=ValueDesign/&gt;&lt;ref name=alchemist&gt;http://businessmodelalchemist.com/blog/2012/09/test-your-value-proposition-supercharge-lean-startup-and-custdev-principles.html&lt;/ref&gt;<br /> <br /> ==== Example: Tesla ==== <br /> Tesla produces electric cars. When Tesla set their value proposition for producing their electric cars, the jobs that had customers wanted was comfortable travel as well as portraying success and uniqueness. Some of the pains that customers had with electric cars was weak batteries and lack of charging stations for their cars and having to charge their cars often. The gains that the customers expected to see was high-tech, well-designed cars with strong batteries. <br /> Tesla managed to create a fit between their customer segment and their value proposition. By providing beautiful and high-performing cars with well-functioning battery technology, they managed to satisfy their customer's needs. Adding an 8 year-old battery warranty also created a pain reliever next to producing the cars. <br /> &lt;ref name = better/&gt;<br /> <br /> === Common Mistakes === <br /> There are several common mistakes that the project manager has to avoid when designing the value proposition. Some of the most common mistakes that can occur: <br /> *'''Looking at Value Proposition as one building block''': It is important that the project manager sees the Value Proposition Canvas as two separate blocks - the Value Map and the Customer Profile. The Customer Profile is what the project manager uses for assesing the customer segment while the Value Map is what the project manager will design for the customer segment. <br /> *'''Mixing customer segments into one canvas''': Mixing all customer segments in one canvas should be avoided. Instead the project manager should create a value proposition canvas for each specific customer segment.<br /> *'''Creating the Customer Profile while having the value proposition in mind''': The project manager should look from the customer's point-of-view. Rather than presenting products/services that they see value in themselves, they should address what the customer wants. <br /> *'''Solely focusing on functional jobs''': The project manager should not only focus on functional jobs but also remember social or emotional jobs. For an example wanting to gain status or impress others.<br /> *'''Trying to undertake all of the customer's pains and gains''': It is unrealistic to undertake every possible pain or gain that the customer may have. The project manager must choose which pains and gains to focus on and pass up. <br /> <br /> Avoiding these common mistakes will help the project manager creating value propositions that the customers will appreciate &lt;ref name=stra&gt;http://blog.strategyzer.com/posts/2015/2/19/5-common-mistakes-to-avoid-when-using-the-value-proposition-canvas&lt;/ref&gt;<br /> <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=57708 2018-02-26T19:38:48Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> [[File:val.PNG|thumb|&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;The image illustrates the 9 building blocks of the Business Model Canvas. The Customer Segments and Value Propositions blocks are used in the Value Proposition Canvas. The image is from ''Value Proposition Design'' by Alexander Osterwalder et al. |700px]]<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right). The image is from strategyzer.com.|450px]]<br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose. &lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). Both the internal and external forces meet around the value propositions. In the Value Proposition Canvas the two blocks ''Customer Segments'' and ''Value Propositions'' are used to describe how the organization creates and exchanges value with the customers/stakeholders&lt;ref name=BusinessModel/&gt;. <br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas allowing the project manager to zoom in on how to create value for the customers. &lt;ref name=lederindsigt/&gt;. <br /> The Value Proposition Canvas looks at two parts - the value proposition map and the customer segment map. The value map describes how the project manager intends to create value, while the project manager shows their understanding of their customers in the customer profile. <br /> <br /> The value proposition can be split into: ''Products &amp; Services'', ''Gain Creators'' and ''Pain Relievers''. <br /> *'''Products &amp; Services:''' The bundle of products and services that the value propositions are built on and that the organization offers their customers in order to satisfy their needs. <br /> *'''Gain Creators''': How the products or services benefits the customers. It describes how the project manager plans to create gains for the customer. <br /> *'''Pain Relievers''': How the products or services eliminate the potential pains or annoyances the customer might have. Details how the project manager will remove pains. <br /> <br /> The customer map can be split into: ''Customer Jobs'', ''Gains'' and ''Pains''<br /> *'''Customer jobs''': Describes the tasks that the customers try to finish, problems they try to work out or needs to satisfy. The project manager has to use the customer's perspective when analyzing the jobs. <br /> *'''Gains''': The benefits the customers wishes to see. <br /> *'''Pains''': The challenges the customers face when getting a job done. The project manager must identify the pains and its severeness in order to produce pain relievers- <br /> When the value proposition map and customer segment map meet each other, the project manager achieves a ''fit''. The project manager achieves a fit when customers are satisfied with the value propositions, which focuses on important customer jobs, relieves extreme pains and creates fundamental gains&lt;ref name = ValueDesign/&gt;&lt;ref name = lederindsigt/&gt;<br /> <br /> == Application== <br /> After designing a value proposition that seems promising for the customer, the project manager must test it. It is important to test the value proposition in early stages in order to make adjustments and improve the value proposition. The project manager must decide whether the services or products that the customer wanted has been delivered and whether they've achieved their benefits and had their pains alleviated. The project manager must remember that the customers may have several pains and it is not possible to relieve them all - he must focus on the most severe ones. Similarly, the project manager may not be able to provide all of the services or products that the customer expect and must therefore focus on the most crucial gains for the customer &lt;ref name =better&gt;http://designabetterbusiness.com/2017/10/12/how-to-really-understand-your-customer-with-the-value-proposition-canvas/.&lt;/ref&gt;<br /> <br /> The steps for creating value propositions that create value for the customers: <br /> *'''Outlining value propostion''': The project manager must fill out the canvas. The products or services that the organization will provide to their customers must be clarified and the project manager must illustrate how he will create gains and alleviate the pains of the customer. <br /> *'''Testing customer assumptions''': The project manager must communicate with the customers in order to verify whether the ''Customer Jobs'' described in the Value Proposition Canvas actually are important for the customers. He must determine whether the customer desire the ''Gains'' the project manager has described and whether the customer actually faces ''Pains'' that are detailed in the canvas. The project manager can check his customer assumptions by eg. interviewing customers.<br /> *'''Adjustment of value proposition canvas''': Once the project manager has gained insight on his customers and has verified whether his assumptions are correct, he must re-visit the canvas. The project manager has to clarify the pains and gains to focus on and adjust the value proposition to match this. <br /> *'''Testing the value proposition''': The project manager must test the value proposition together with the customer step-by-step in order to achieve a fit between the value proposition and the needs of the customer. It is up to the customer to decide whether the value proposition creates value for his business and fulfills their needs. &lt;ref&gt;https://www.toolshero.com/marketing/value-proposition-canvas/&lt;/ref&gt;&lt;ref name=ValueDesign/&gt;&lt;ref name=alchemist&gt;http://businessmodelalchemist.com/blog/2012/09/test-your-value-proposition-supercharge-lean-startup-and-custdev-principles.html&lt;/ref&gt;<br /> <br /> ==== Example: Tesla ==== <br /> Tesla produces electric cars. When Tesla set their value proposition for producing their electric cars, the jobs that had customers wanted was comfortable travel as well as portraying success and uniqueness. Some of the pains that customers had with electric cars was weak batteries and lack of charging stations for their cars and having to charge their cars often. The gains that the customers expected to see was high-tech, well-designed cars with strong batteries. <br /> Tesla managed to create a fit between their customer segment and their value proposition. By providing beautiful and high-performing cars with well-functioning battery technology, they managed to satisfy their customer's needs. Adding an 8 year-old battery warranty also created a pain reliever next to producing the cars. <br /> &lt;ref name = better/&gt;<br /> <br /> === Common Mistakes === <br /> There are several common mistakes that the project manager has to avoid when designing the value proposition. Some of the most common mistakes that can occur: <br /> *'''Looking at Value Proposition as one building block''': It is important that the project manager sees the Value Proposition Canvas as two separate blocks - the Value Map and the Customer Profile. The Customer Profile is what the project manager uses for assesing the customer segment while the Value Map is what the project manager will design for the customer segment. <br /> *'''Mixing customer segments into one canvas''': <br /> *'''Creating the Customer Profile while having the value proposition in mind''': <br /> *'''Solely focusing on functional jobs''':<br /> *'''Trying to undertake all of the customer's pains and gains''':<br /> <br /> Avoiding these common mistakes will help the project manager creating value propositions that the customers will appreciate &lt;ref name=stra&gt;http://blog.strategyzer.com/posts/2015/2/19/5-common-mistakes-to-avoid-when-using-the-value-proposition-canvas&lt;/ref&gt;<br /> <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=57697 2018-02-26T19:33:28Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> [[File:val.PNG|thumb|&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;The image illustrates the 9 building blocks of the Business Model Canvas. The Customer Segments and Value Propositions blocks are used in the Value Proposition Canvas. The image is from ''Value Proposition Design'' by Alexander Osterwalder et al. |700px]]<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right). The image is from strategyzer.com.|450px]]<br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose. &lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). Both the internal and external forces meet around the value propositions. In the Value Proposition Canvas the two blocks ''Customer Segments'' and ''Value Propositions'' are used to describe how the organization creates and exchanges value with the customers/stakeholders&lt;ref name=BusinessModel/&gt;. <br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas allowing the project manager to zoom in on how to create value for the customers. &lt;ref name=lederindsigt/&gt;. <br /> The Value Proposition Canvas looks at two parts - the value proposition map and the customer segment map. The value map describes how the project manager intends to create value, while the project manager shows their understanding of their customers in the customer profile. <br /> <br /> The value proposition can be split into: ''Products &amp; Services'', ''Gain Creators'' and ''Pain Relievers''. <br /> *'''Products &amp; Services:''' The bundle of products and services that the value propositions are built on and that the organization offers their customers in order to satisfy their needs. <br /> *'''Gain Creators''': How the products or services benefits the customers. It describes how the project manager plans to create gains for the customer. <br /> *'''Pain Relievers''': How the products or services eliminate the potential pains or annoyances the customer might have. Details how the project manager will remove pains. <br /> <br /> The customer map can be split into: ''Customer Jobs'', ''Gains'' and ''Pains''<br /> *'''Customer jobs''': Describes the tasks that the customers try to finish, problems they try to work out or needs to satisfy. The project manager has to use the customer's perspective when analyzing the jobs. <br /> *'''Gains''': The benefits the customers wishes to see. <br /> *'''Pains''': The challenges the customers face when getting a job done. The project manager must identify the pains and its severeness in order to produce pain relievers- <br /> When the value proposition map and customer segment map meet each other, the project manager achieves a ''fit''. The project manager achieves a fit when customers are satisfied with the value propositions, which focuses on important customer jobs, relieves extreme pains and creates fundamental gains&lt;ref name = ValueDesign/&gt;&lt;ref name = lederindsigt/&gt;<br /> <br /> == Application== <br /> After designing a value proposition that seems promising for the customer, the project manager must test it. It is important to test the value proposition in early stages in order to make adjustments and improve the value proposition. The project manager must decide whether the services or products that the customer wanted has been delivered and whether they've achieved their benefits and had their pains alleviated. The project manager must remember that the customers may have several pains and it is not possible to relieve them all - he must focus on the most severe ones. Similarly, the project manager may not be able to provide all of the services or products that the customer expect and must therefore focus on the most crucial gains for the customer &lt;ref name =better&gt;http://designabetterbusiness.com/2017/10/12/how-to-really-understand-your-customer-with-the-value-proposition-canvas/.&lt;/ref&gt;<br /> <br /> The steps for creating value propositions that create value for the customers: <br /> *'''Outlining value propostion''': The project manager must fill out the canvas. The products or services that the organization will provide to their customers must be clarified and the project manager must illustrate how he will create gains and alleviate the pains of the customer. <br /> *'''Testing customer assumptions''': The project manager must communicate with the customers in order to verify whether the ''Customer Jobs'' described in the Value Proposition Canvas actually are important for the customers. He must determine whether the customer desire the ''Gains'' the project manager has described and whether the customer actually faces ''Pains'' that are detailed in the canvas. The project manager can check his customer assumptions by eg. interviewing customers.<br /> *'''Adjustment of value proposition canvas''': Once the project manager has gained insight on his customers and has verified whether his assumptions are correct, he must re-visit the canvas. The project manager has to clarify the pains and gains to focus on and adjust the value proposition to match this. <br /> *'''Testing the value proposition''': The project manager must test the value proposition together with the customer step-by-step in order to achieve a fit between the value proposition and the needs of the customer. It is up to the customer to decide whether the value proposition creates value for his business and fulfills their needs. &lt;ref&gt;https://www.toolshero.com/marketing/value-proposition-canvas/&lt;/ref&gt;&lt;ref name=ValueDesign/&gt;&lt;ref name=alchemist&gt;http://businessmodelalchemist.com/blog/2012/09/test-your-value-proposition-supercharge-lean-startup-and-custdev-principles.html&lt;/ref&gt;<br /> <br /> ==== Example: Tesla ==== <br /> Tesla produces electric cars. When Tesla set their value proposition for producing their electric cars, the jobs that had customers wanted was comfortable travel as well as portraying success and uniqueness. Some of the pains that customers had with electric cars was weak batteries and lack of charging stations for their cars and having to charge their cars often. The gains that the customers expected to see was high-tech, well-designed cars with strong batteries. <br /> Tesla managed to create a fit between their customer segment and their value proposition. By providing beautiful and high-performing cars with well-functioning battery technology, they managed to satisfy their customer's needs. Adding an 8 year-old battery warranty also created a pain reliever next to producing the cars. <br /> &lt;ref name = better/&gt;<br /> <br /> ==== Common Mistakes ==== <br /> There are several common mistakes that the project manager has to avoid when designing the value proposition. Some of the most common mistakes that can occur: <br /> *'''Looking at Value Proposition as one building block''': It is important that the project manager sees the Value Proposition Canvas as two separate blocks - the Value Map and the Customer Profile. The Customer Profile is what the project manager uses for assesing the customer segment while the Value Map is what the project manager will design for the customer segment. <br /> *'''Mixing customer segments into one canvas''': <br /> *'''Creating the Customer Profile while having the value proposition in mind''': <br /> *'''Solely focusing on functional jobs''':<br /> *'''Trying to undertake all of the customer's pains and gains''':<br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=57647 2018-02-26T18:46:20Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> [[File:val.PNG|thumb|&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;The image illustrates the 9 building blocks of the Business Model Canvas. The Customer Segments and Value Propositions blocks are used in the Value Proposition Canvas. The image is from ''Value Proposition Design'' by Alexander Osterwalder et al. |700px]]<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right). The image is from strategyzer.com.|450px]]<br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose. &lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). Both the internal and external forces meet around the value propositions. In the Value Proposition Canvas the two blocks ''Customer Segments'' and ''Value Propositions'' are used to describe how the organization creates and exchanges value with the customers/stakeholders&lt;ref name=BusinessModel/&gt;. <br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas allowing the project manager to zoom in on how to create value for the customers. &lt;ref name=lederindsigt/&gt;. <br /> The Value Proposition Canvas looks at two parts - the value proposition map and the customer segment map. The value map describes how the project manager intends to create value, while the project manager shows their understanding of their customers in the customer profile. <br /> <br /> The value proposition can be split into: ''Products &amp; Services'', ''Gain Creators'' and ''Pain Relievers''. <br /> *'''Products &amp; Services:''' The bundle of products and services that the value propositions are built on and that the organization offers their customers in order to satisfy their needs. <br /> *'''Gain Creators''': How the products or services benefits the customers. It describes how the project manager plans to create gains for the customer. <br /> *'''Pain Relievers''': How the products or services eliminate the potential pains or annoyances the customer might have. Details how the project manager will remove pains. <br /> <br /> The customer map can be split into: ''Customer Jobs'', ''Gains'' and ''Pains''<br /> *'''Customer jobs''': Describes the tasks that the customers try to finish, problems they try to work out or needs to satisfy. The project manager has to use the customer's perspective when analyzing the jobs. <br /> *'''Gains''': The benefits the customers wishes to see. <br /> *'''Pains''': The challenges the customers face when getting a job done. The project manager must identify the pains and its severeness in order to produce pain relievers- <br /> When the value proposition map and customer segment map meet each other, the project manager achieves a ''fit''. The project manager achieves a fit when customers are satisfied with the value propositions, which focuses on important customer jobs, relieves extreme pains and creates fundamental gains&lt;ref name = ValueDesign/&gt;&lt;ref name = lederindsigt/&gt;<br /> <br /> == Application== <br /> After designing a value proposition that seems promising for the customer, the project manager must test it. It is important to test the value proposition in early stages in order to make adjustments and improve the value proposition. The project manager must decide whether the services or products that the customer wanted has been delivered and whether they've achieved their benefits and had their pains alleviated. The project manager must remember that the customers may have several pains and it is not possible to relieve them all - he must focus on the most severe ones. Similarly, the project manager may not be able to provide all of the services or products that the customer expect and must therefore focus on the most crucial gains for the customer &lt;ref name =better&gt;http://designabetterbusiness.com/2017/10/12/how-to-really-understand-your-customer-with-the-value-proposition-canvas/.&lt;/ref&gt;<br /> <br /> The steps for creating value propositions that create value for the customers: <br /> *'''Outlining value propostion''': The project manager must out the canvas. The products or services that the organization will provide to their customers must be clarified and the project manager must illustrate how he will create gains and alleviate the pains of the customer. <br /> *'''Testing customer assumptions''': The project manager must communicate with the customers in order to verify whether the ''Customer Jobs'' described in the Value Proposition Canvas actually are important for the customers. He must determine whether the customer desire the ''Gains'' the project manager has described and whether the customer actually faces ''Pains'' that are detailed in the canvas. The project manager can check his customer assumptions by eg. interviewing customers.<br /> *'''Adjustment of value proposition canvas''': Once the project manager has gained insight on his customers and has verified whether his assumptions are correct, he must re-visit the canvas. The project manager has to clarify the pains and gains to focus on and adjust the value proposition to match this. <br /> *'''Testing the value proposition''': The project manager must test the value proposition together with the customer step-by-step in order to achieve a fit between the value proposition and the needs of the customer. It is up to the customer to decide whether the value proposition creates value for his business and fulfills their needs. &lt;ref&gt;https://www.toolshero.com/marketing/value-proposition-canvas/&lt;/ref&gt;&lt;ref name=ValueDesign/&gt;&lt;ref name=alchemist&gt;http://businessmodelalchemist.com/blog/2012/09/test-your-value-proposition-supercharge-lean-startup-and-custdev-principles.html&lt;/ref&gt;<br /> <br /> ==== Example: Tesla ==== <br /> Tesla produces electric cars. When Tesla set their value proposition for producing their electric cars, the jobs that had customers wanted was comfortable travel as well as portraying success and uniqueness. Some of the pains that customers had with electric cars was weak batteries and lack of charging stations for their cars and having to charge their cars often. The gains that the customers expected to see was high-tech, well-designed cars with strong batteries. <br /> Tesla managed to create a fit between their customer segment and their value proposition. By providing beautiful and high-performing cars with well-functioning battery technology, they managed to satisfy their customer's needs. Adding an 8 year-old battery warranty also created a pain reliever next to producing the cars. <br /> &lt;ref name = better/&gt;<br /> <br /> ==== Common Mistakes ==== <br /> <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=57606 2018-02-26T18:32:54Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> [[File:val.PNG|thumb|&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;The image illustrates the 9 building blocks of the Business Model Canvas. The Customer Segments and Value Propositions blocks are used in the Value Proposition Canvas. The image is from ''Value Proposition Design'' by Alexander Osterwalder et al. |700px]]<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right). The image is from strategyzer.com.|450px]]<br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose. &lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). Both the internal and external forces meet around the value propositions. In the Value Proposition Canvas the two blocks ''Customer Segments'' and ''Value Propositions'' are used to describe how the organization creates and exchanges value with the customers/stakeholders&lt;ref name=BusinessModel/&gt;. <br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas allowing the project manager to zoom in on how to create value for the customers. &lt;ref name=lederindsigt/&gt;. <br /> The Value Proposition Canvas looks at two parts - the value proposition map and the customer segment map. The value map describes how the project manager intends to create value, while the project manager shows their understanding of their customers in the customer profile. <br /> <br /> The value proposition can be split into: ''Products &amp; Services'', ''Gain Creators'' and ''Pain Relievers''. <br /> *'''Products &amp; Services:''' The bundle of products and services that the value propositions are built on and that the organization offers their customers in order to satisfy their needs. <br /> *'''Gain Creators''': How the products or services benefits the customers. It describes how the project manager plans to create gains for the customer. <br /> *'''Pain Relievers''': How the products or services eliminate the potential pains or annoyances the customer might have. Details how the project manager will remove pains. <br /> <br /> The customer map can be split into: ''Customer Jobs'', ''Gains'' and ''Pains''<br /> *'''Customer jobs''': Describes the tasks that the customers try to finish, problems they try to work out or needs to satisfy. The project manager has to use the customer's perspective when analyzing the jobs. <br /> *'''Gains''': The benefits the customers wishes to see. <br /> *'''Pains''': The challenges the customers face when getting a job done. The project manager must identify the pains and its severeness in order to produce pain relievers- <br /> When the value proposition map and customer segment map meet each other, the project manager achieves a ''fit''. The project manager achieves a fit when customers are satisfied with the value propositions, which focuses on important customer jobs, relieves extreme pains and creates fundamental gains&lt;ref name = ValueDesign/&gt;&lt;ref name = lederindsigt/&gt;<br /> <br /> == Application== <br /> After designing a value proposition that seems promising for the customer, the project manager must test it. It is important to test the value proposition in early stages in order to make adjustments and improve the value proposition. The project manager must decide whether the services or products that the customer wanted has been delivered and whether they've achieved their benefits and had their pains alleviated. The project manager must remember that the customers may have several pains and it is not possible to relieve them all - he must focus on the most severe ones. Similarly, the project manager may not be able to provide all of the services or products that the customer expect and must therefore focus on the most crucial gains for the customer &lt;ref name =better&gt;http://designabetterbusiness.com/2017/10/12/how-to-really-understand-your-customer-with-the-value-proposition-canvas/.&lt;/ref&gt;<br /> <br /> The steps for creating value propositions that create value for the customers: <br /> *'''Outlining value propostion''': The project manager must out the canvas. The products or services that the organization will provide to their customers must be clarified and the project manager must illustrate how he will create gains and alleviate the pains of the customer. <br /> *'''Testing customer assumptions'''<br /> *'''Adjustment of value proposition canvas'''<br /> *'''Testing the value proposition''': The project manager must test the value proposition together with the customer step-by-step in order to achieve a fit between the value proposition and the needs of the customer. It is up to the customer to decide whether the value proposition creates value for his business and fulfills their needs. &lt;ref&gt;https://www.toolshero.com/marketing/value-proposition-canvas/&lt;/ref&gt;&lt;ref name=ValueDesign/&gt;&lt;ref name=better/&gt;<br /> <br /> ==== Example: Tesla ==== <br /> Tesla produces electric cars. When Tesla set their value proposition for producing their electric cars, the jobs that had customers wanted was comfortable travel as well as portraying success and uniqueness. Some of the pains that customers had with electric cars was weak batteries and lack of charging stations for their cars and having to charge their cars often. The gains that the customers expected to see was high-tech, well-designed cars with strong batteries. <br /> Tesla managed to create a fit between their customer segment and their value proposition. By providing beautiful and high-performing cars with well-functioning battery technology, they managed to satisfy their customer's needs. Adding an 8 year-old battery warranty also created a pain reliever next to producing the cars. <br /> &lt;ref name = better/&gt;<br /> <br /> ==== Common Mistakes ==== <br /> <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=57464 2018-02-26T17:39:47Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> [[File:val.PNG|thumb|&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;The image illustrates the 9 building blocks of the Business Model Canvas. The Customer Segments and Value Propositions blocks are used in the Value Proposition Canvas. The image is from ''Value Proposition Design'' by Alexander Osterwalder et al. |700px]]<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right). The image is from strategyzer.com.|450px]]<br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose. &lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). Both the internal and external forces meet around the value propositions. In the Value Proposition Canvas the two blocks ''Customer Segments'' and ''Value Propositions'' are used to describe how the organization creates and exchanges value with the customers/stakeholders&lt;ref name=BusinessModel/&gt;. <br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas allowing the project manager to zoom in on how to create value for the customers. &lt;ref name=lederindsigt/&gt;. <br /> The Value Proposition Canvas looks at two parts - the value proposition map and the customer segment map. The value map describes how the project manager intends to create value, while the project manager shows their understanding of their customers in the customer profile. <br /> <br /> The value proposition can be split into: ''Products &amp; Services'', ''Gain Creators'' and ''Pain Relievers''. <br /> *'''Products &amp; Services:''' The bundle of products and services that the value propositions are built on and that the organization offers their customers in order to satisfy their needs. <br /> *'''Gain Creators''': How the products or services benefits the customers. It describes how the project manager plans to create gains for the customer. <br /> *'''Pain Relievers''': How the products or services eliminate the potential pains or annoyances the customer might have. Details how the project manager will remove pains. <br /> <br /> The customer map can be split into: ''Customer Jobs'', ''Gains'' and ''Pains''<br /> *'''Customer jobs''': Describes the tasks that the customers try to finish, problems they try to work out or needs to satisfy. The project manager has to use the customer's perspective when analyzing the jobs. <br /> *'''Gains''': The benefits the customers wishes to see. <br /> *'''Pains''': The challenges the customers face when getting a job done. The project manager must identify the pains and its severeness in order to produce pain relievers- <br /> When the value proposition map and customer segment map meet each other, the project manager achieves a ''fit''. The project manager achieves a fit when customers are satisfied with the value propositions, which focuses on important customer jobs, relieves extreme pains and creates fundamental gains&lt;ref name = ValueDesign/&gt;&lt;ref name = lederindsigt/&gt;<br /> <br /> == Application== <br /> After designing a value proposition that seems promising for the customer, the project manager must test it. It is important to test the value proposition in early stages in order to make adjustments and improve the value proposition. The project manager must decide whether the services or products that the customer wanted has been delivered and whether they've achieved their benefits and had their pains alleviated. The project manager must remember that the customers may have several pains and it is not possible to relieve them all - he must focus on the most severe ones. Similarily, the project manager may not be able to provide all of the services or products that the customer expect and must therefore focus on the most crucial gains for the customer. The project manager must test the value proposition together with the customer step-by-step in order to investigate whether the value proposition fulfills the needs of the customers and creates value for the customer. It is up to the customer to decide whether the value proposition creates value for his business or not &lt;ref&gt;https://www.toolshero.com/marketing/value-proposition-canvas/&lt;/ref&gt;<br /> <br /> ==== Example: Tesla ==== <br /> Tesla produces electric cars. When Tesla set their value proposition for producing their electric cars, the jobs that had customers wanted was comfortable travel as well as portraying success and uniqueness. Some of the pains that customers had with electric cars was weak batteries and lack of charging stations for their cars and having to charge their cars often. The gains that the customers expected to see was high-tech, well-designed cars with strong batteries. <br /> Tesla managed to create a fit between their customer segment and their value proposition. By providing beautiful and high-performing cars with well-functioning battery technology, they managed to satisfy their customer's needs. Adding an 8 year-old battery warranty also created a pain reliever next to producing the cars. <br /> &lt;ref&gt;http://designabetterbusiness.com/2017/10/12/how-to-really-understand-your-customer-with-the-value-proposition-canvas/.&lt;/ref&gt;<br /> <br /> ==== Common Mistakes ==== <br /> <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=57394 2018-02-26T17:15:20Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> [[File:val.PNG|thumb|&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;The image illustrates the 9 building blocks of the Business Model Canvas. The Customer Segments and Value Propositions blocks are used in the Value Proposition Canvas. The image is from ''Value Proposition Design'' by Alexander Osterwalder et al. |700px]]<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right). The image is from strategyzer.com.|450px]]<br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose. &lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). Both the internal and external forces meet around the value propositions. In the Value Proposition Canvas the two blocks ''Customer Segments'' and ''Value Propositions'' are used to describe how the organization creates and exchanges value with the customers/stakeholders&lt;ref name=BusinessModel/&gt;. <br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas allowing the project manager to zoom in on how to create value for the customers. &lt;ref name=lederindsigt/&gt;. <br /> The Value Proposition Canvas looks at two parts - the value proposition map and the customer segment map. The value map describes how the project manager intends to create value, while the project manager shows their understanding of their customers in the customer profile. <br /> <br /> The value proposition can be split into: ''Products &amp; Services'', ''Gain Creators'' and ''Pain Relievers''. <br /> *'''Products &amp; Services:''' The bundle of products and services that the value propositions are built on and that the organization offers their customers in order to satisfy their needs. <br /> *'''Gain Creators''': How the products or services benefits the customers. It describes how the project manager plans to create gains for the customer. <br /> *'''Pain Relievers''': How the products or services eliminate the potential pains or annoyances the customer might have. Details how the project manager will remove pains. <br /> <br /> The customer map can be split into: ''Customer Jobs'', ''Gains'' and ''Pains''<br /> *'''Customer jobs''': Describes the tasks that the customers try to finish, problems they try to work out or needs to satisfy. The project manager has to use the customer's perspective when analyzing the jobs. <br /> *'''Gains''': The benefits the customers wishes to see. <br /> *'''Pains''': The challenges the customers face when getting a job done. The project manager must identify the pains and its severeness in order to produce pain relievers- <br /> When the value proposition map and customer segment map meet each other, the project manager achieves a ''fit''. The project manager achieves a fit when customers are satisfied with the value propositions, which focuses on important customer jobs, relieves extreme pains and creates fundamental gains&lt;ref name = ValueDesign/&gt;&lt;ref name = lederindsigt/&gt;<br /> <br /> == Application== <br /> After designing a value proposition that seems promising for the customer, the project manager must test it. It is important to test the value proposition in early stages in order to make adjustments and improve the value proposition. The project manager must decide whether the services or products that the customer wanted has been delivered and whether they've achieved their benefits and had their pains alleviated. The project manager must test the value proposition together with the customer step-by-step in order to investigate whether the value proposition fulfills the needs of the customers and creates value for the customer. It is up to the customer to decide whether the value proposition creates value for his business or not &lt;ref&gt;https://www.toolshero.com/marketing/value-proposition-canvas/&lt;/ref&gt;<br /> <br /> <br /> ==== Common Mistakes ==== <br /> ==== Example: Tesla ==== <br /> Tesla produces electric cars. When Tesla set their value proposition for producing their electric cars, the jobs that had customers wanted was comfortable travel as well as portraying success and uniqueness. Some of the pains that customers had with electric cars was weak batteries and lack of charging stations for their cars and having to charge their cars often. The gains that the customers expected to see was high-tech, well-designed cars with strong batteries. <br /> Tesla managed to create a fit between their customer segment and their value proposition. By providing beautiful and high-performing cars with well-functioning battery technology, they managed to satisfy their customer's needs. Adding an 8 year-old battery warranty also created a pain reliever next to producing the cars. <br /> &lt;ref&gt;http://designabetterbusiness.com/2017/10/12/how-to-really-understand-your-customer-with-the-value-proposition-canvas/.&lt;/ref&gt;<br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=55909 2018-02-26T05:05:10Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> [[File:val.PNG|thumb|&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;The image illustrates the 9 building blocks of the Business Model Canvas. The Customer Segments and Value Propositions blocks are used in the Value Proposition Canvas.|700px]]<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose. &lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). Both the internal and external forces meet around the value propositions. In the Value Proposition Canvas the two blocks ''Customer Segments'' and ''Value Propositions'' are used to describe how the organization creates and exchanges value with the customers/stakeholders&lt;ref name=BusinessModel/&gt;. <br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas allowing the project manager to zoom in on how to create value for the customers. &lt;ref name=lederindsigt/&gt;. <br /> The Value Proposition Canvas looks at two parts - the value proposition map and the customer segment map. The value map describes how the project manager intends to create value, while the project manager shows their understanding of their customers in the customer profile. <br /> <br /> The value proposition can be split into: ''Products &amp; Services'', ''Gain Creators'' and ''Pain Relievers''. <br /> *'''Products &amp; Services:''' The bundle of products and services that the value propositions are built on and that the organization offers their customers in order to satisfy their needs. <br /> *'''Gain Creators''': How the products or services benefits the customers. It describes how the project manager plans to create gains for the customer. <br /> *'''Pain Relievers''': How the products or services eliminate the potential pains or annoyances the customer might have. Details how the project manager will remove pains. <br /> <br /> The customer map can be split into: ''Customer Jobs'', ''Gains'' and ''Pains''<br /> *'''Customer jobs''': Describes the tasks that the customers try to finish, problems they try to work out or needs to satisfy. The project manager has to use the customer's perspective when analyzing the jobs. <br /> *'''Gains''': The benefits the customers wishes to see. <br /> *'''Pains''': The challenges the customers face when getting a job done. The project manager must identify the pains and its severeness in order to produce pain relievers- <br /> When the value proposition map and customer segment map meet each other, the project manager achieves a ''fit''. The project manager achieves a fit when customers are satisfied with the value propositions, which focuses on important customer jobs, relieves extreme pains and creates fundamental gains&lt;ref name = ValueDesign/&gt;&lt;ref name = lederindsigt/&gt;<br /> <br /> == Application== <br /> After designing a value proposition that seems promising for the customer, the project manager must test it. It is important to test the value proposition in early stages in order to make adjustments and improve the value proposition. The project manager must decide whether the services or products that the customer wanted has been delivered and whether they've achieved their benefits and had their pains alleviated. The project manager must test the value proposition together with the customer step-by-step in order to investigate whether the value proposition fulfills the needs of the customers and creates value for the customer. It is up to the customer to decide whether the value proposition creates value for his business or not &lt;ref&gt;https://www.toolshero.com/marketing/value-proposition-canvas/&lt;/ref&gt;<br /> <br /> <br /> ==== Common Mistakes ==== <br /> ==== Example: Tesla ==== <br /> Tesla produces electric cars. When Tesla set their value proposition for producing their electric cars, the jobs that had customers wanted was comfortable travel as well as portraying success and uniqueness. Some of the pains that customers had with electric cars was weak batteries and lack of charging stations for their cars and having to charge their cars often. The gains that the customers expected to see was high-tech, well-designed cars with strong batteries. <br /> Tesla managed to create a fit between their customer segment and their value proposition. By providing beautiful and high-performing cars with well-functioning battery technology, they managed to satisfy their customer's needs. Adding an 8 year-old battery warranty also created a pain reliever next to producing the cars. <br /> &lt;ref&gt;http://designabetterbusiness.com/2017/10/12/how-to-really-understand-your-customer-with-the-value-proposition-canvas/.&lt;/ref&gt;<br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=55908 2018-02-26T04:38:00Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> [[File:val.PNG|thumb|&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;The image illustrates the 9 building blocks of the Business Model Canvas. The Customer Segments and Value Propositions blocks are used in the Value Proposition Canvas.|700px]]<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose. &lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). Both the internal and external forces meet around the value propositions. In the Value Proposition Canvas the two blocks ''Customer Segments'' and ''Value Propositions'' are used to describe how the organization creates and exchanges value with the customers/stakeholders&lt;ref name=BusinessModel/&gt;. <br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas allowing the project manager to zoom in on how to create value for the customers. &lt;ref name=lederindsigt/&gt;. <br /> The Value Proposition Canvas looks at two parts - the value proposition map and the customer segment map. The value map describes how the project manager intends to create value, while the project manager shows their understanding of their customers in the customer profile. <br /> <br /> The value proposition can be split into: ''Products &amp; Services'', ''Gain Creators'' and ''Pain Relievers''. <br /> *'''Products &amp; Services:''' The bundle of products and services that the value propositions are built on and that the organization offers their customers in order to satisfy their needs. <br /> *'''Gain Creators''': How the products or services benefits the customers. It describes how the project manager plans to create gains for the customer. <br /> *'''Pain Relievers''': How the products or services eliminate the potential pains or annoyances the customer might have. Details how the project manager will remove pains. <br /> <br /> The customer map can be split into: ''Customer Jobs'', ''Gains'' and ''Pains''<br /> *'''Customer jobs''': Describes the tasks that the customers try to finish, problems they try to work out or needs to satisfy. The project manager has to use the customer's perspective when analyzing the jobs. <br /> *'''Gains''': The benefits the customers wishes to see. <br /> *'''Pains''': The challenges the customers face when getting a job done. The project manager must identify the pains and its severeness in order to produce pain relievers- <br /> When the value proposition map and customer segment map meet each other, the project manager achieves a ''fit''. The project manager achieves a fit when customers are satisfied with the value propositions, which focuses on important customer jobs, relieves extreme pains and creates fundamental gains&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;&lt;ref name = lederindsigt&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;<br /> <br /> == Application== <br /> <br /> <br /> <br /> <br /> ==== Common Mistakes ==== <br /> ==== Example: Tesla ==== <br /> Tesla produces electric cars. When Tesla set their value proposition for producing their electric cars, the jobs that had customers wanted was comfortable travel as well as portraying success and uniqueness. Some of the pains that customers had with electric cars was weak batteries and lack of charging stations for their cars and having to charge their cars often. The gains that the customers expected to see was high-tech, well-designed cars with strong batteries. <br /> Tesla managed to create a fit between their customer segment and their value proposition. By providing beautiful and high-performing cars with well-functioning battery technology, they managed to satisfy their customer's needs. Adding an 8 year-old battery warranty also created a pain reliever next to producing the cars. <br /> &lt;ref&gt;http://designabetterbusiness.com/2017/10/12/how-to-really-understand-your-customer-with-the-value-proposition-canvas/.&lt;/ref&gt;<br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=55907 2018-02-26T04:04:20Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> <br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose. &lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). Both the internal and external forces meet around the value propositions. In the Value Proposition Canvas the two blocks ''Customer Segments'' and ''Value Propositions'' are used to describe how the organization creates and exchanges value with the customers/stakeholders&lt;ref name=BusinessModel/&gt;. <br /> <br /> [[File:val.PNG|thumb|&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;The image illustrates the 9 building blocks of the Business Model Canvas. The Customer Segments and Value Propositions blocks are used in the Value Proposition Canvas.|700px]]<br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas allowing the project manager to zoom in on how to create value for the customers. &lt;ref name=lederindsigt/&gt;. <br /> The Value Proposition Canvas looks at two parts - the value proposition map and the customer segment map. The value map describes how the project manager intends to create value, while the project manager shows their understanding of their customers in the customer profile. <br /> <br /> The value proposition can be split into: ''Products &amp; Services'', ''Gain Creators'' and ''Pain Relievers''. <br /> *'''Products &amp; Services:''' The bundle of products and services that the value propositions are built on and that the organization offers their customers in order to satisfy their needs. <br /> *'''Gain Creators''': How the products or services benefits the customers. It describes how the project manager plans to create gains for the customer. <br /> *'''Pain Relievers''': How the products or services eliminate the potential pains or annoyances the customer might have. Details how the project manager will remove pains. <br /> <br /> The customer map can be split into: ''Customer Jobs'', ''Gains'' and ''Pains''<br /> *'''Customer jobs''': Describes the tasks that the customers try to finish, problems they try to work out or needs to satisfy. The project manager has to use the customer's perspective when analyzing the jobs. <br /> *'''Gains''': The benefits the customers wishes to see. <br /> *'''Pains''': The challenges the customers face when getting a job done. The project manager must identify the pains and its severeness in order to produce pain relievers- <br /> When the value proposition map and customer segment map meet each other, the project manager achieves a ''fit'' &lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;&lt;ref name = lederindsigt&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;<br /> <br /> <br /> <br /> <br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> == Application== <br /> <br /> === Application === <br /> ==== Common Mistakes ==== <br /> ==== Example: Tesla ==== <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=55906 2018-02-26T03:49:48Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> <br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose. &lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). Both the internal and external forces meet around the value propositions. In the Value Proposition Canvas the two blocks ''Customer Segments'' and ''Value Propositions'' are used to describe how the organization creates and exchanges value with the customers/stakeholders&lt;ref name=BusinessModel/&gt;. <br /> <br /> [[File:val.PNG|thumb|&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;The image illustrates the 9 building blocks of the Business Model Canvas. The Customer Segments and Value Propositions blocks are used in the Value Proposition Canvas.|700px]]<br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas allowing the project manager to zoom in on how to create value for the customers. &lt;ref name=lederindsigt/&gt;. <br /> The Value Proposition Canvas looks at two parts - the value proposition map and the customer segment map. The value map describes how the project manager intends to create value, while the project manager shows their understanding of their customers in the customer profile. When the value proposition and customer segment meet each other, the project manager achieves a ''fit'' &lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;. <br /> <br /> The value proposition can be split into: ''Products &amp; Services'', ''Gain Creators'' and ''Pain Relievers''. <br /> *'''Products &amp; Services:''' The bundle of products and services that the organization offers their customers in order to satisfy their needs. <br /> *'''Gain Creators''': How the products or services benefits the customers. It describes how the project manager plans to create gains for the customer. <br /> *'''Pain Relievers''': How the products or services eliminate the potential pains or annoyances the customer might have. Details how the project manager will remove pains. <br /> <br /> The customer map can be split into: ''Gains'', ''Pains'' and ''Customer Jobs''<br /> *'''Gains''': <br /> *'''Pains''':<br /> *'''Customer jobs''':<br /> <br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> == Application== <br /> <br /> === Application === <br /> ==== Common Mistakes ==== <br /> ==== Example: Tesla ==== <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=55905 2018-02-26T03:30:42Z

<p>S134639: /* Value Proposition Canvas */</p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> <br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose. &lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). Both the internal and external forces meet around the value propositions. In the Value Proposition Canvas the two blocks ''Customer Segments'' and ''Value Propositions'' are used to describe how the organization creates and exchanges value with the customers/stakeholders&lt;ref name=BusinessModel/&gt;. <br /> <br /> [[File:val.PNG|thumb|&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;The image illustrates the 9 building blocks of the Business Model Canvas. The Customer Segments and Value Propositions blocks are used in the Value Proposition Canvas.|700px]]<br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas allowing the project manager to zoom in on how to create value for the customers. &lt;ref name=lederindsigt/&gt;. <br /> The Value Proposition Canvas consists of two parts: <br /> <br /> <br /> <br /> <br /> The Value Proposition Canvas has two sides.<br /> With the Customer Profile p. 10 you clarify<br /> your customer understanding. With the<br /> Value Map p. 26 you describe how you intend<br /> to create value for that customer. You<br /> achieve Fit p. 40 between the two when one<br /> meets the other.<br /> <br /> <br /> <br /> &lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;. <br /> <br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> == Application== <br /> <br /> === Application === <br /> ==== Common Mistakes ==== <br /> ==== Example: Tesla ==== <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=55880 2018-02-26T01:59:25Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> <br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose. &lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). Both the internal and external forces meet around the value propositions. In the Value Proposition Canvas the two blocks ''Customer Segments'' and ''Value Propositions'' are used to describe how the organization creates and exchanges value with the customers/stakeholders&lt;ref name=BusinessModel/&gt;. <br /> <br /> [[File:val.PNG|thumb|&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;The image illustrates the 9 building blocks of the Business Model Canvas. The Customer Segments and Value Propositions blocks are used in the Value Proposition Canvas.|700px]]<br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas in order to elaborate on how to create value for the customers. &lt;ref name=lederindsigt/&gt;.<br /> <br /> <br /> <br /> <br /> <br /> &lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;. <br /> <br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> == Application== <br /> <br /> === Application === <br /> ==== Common Mistakes ==== <br /> ==== Example: Tesla ==== <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=55878 2018-02-26T01:47:15Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> <br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose. &lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). In the Value Proposition Canvas ''Customer Segments'' and ''Value Propositions'' play important roles &lt;ref name=BusinessModel/&gt;. <br /> <br /> [[File:val.PNG|thumb|&lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;The image illustrates the 9 building blocks of the Business Model Canvas. The Customer Segments and Value Propositions blocks are used in the Value Proposition Canvas.|700px]]<br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas in order to elaborate the value proposition &lt;ref name=lederindsigt/&gt;.<br /> <br /> <br /> <br /> <br /> <br /> &lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;. <br /> <br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> == Application== <br /> <br /> === Application === <br /> ==== Common Mistakes ==== <br /> ==== Example: Tesla ==== <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=File:Val.PNG&diff=55873 2018-02-26T01:42:04Z

<p>S134639: </p> <hr /> <div></div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=55872 2018-02-26T01:41:46Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> <br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose. &lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> <br /> &lt;ref name=BusinessModel/&gt;. A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). In the Value Proposition Canvas ''Customer Segments'' and ''Value Propositions'' play important roles &lt;ref name=BusinessModel/&gt;. <br /> <br /> [[File:Businesscanvas.png|thumb|&lt;ref&gt;https://www.creatlr.com/template/UOLHsfqGrLzugzVVttoi1e/business-model-canvas/&lt;/ref&gt;The image illustrates the 9 building blocks in the Business Model Canvas.|700px]]<br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas in order to elaborate the value proposition &lt;ref name=lederindsigt/&gt;.<br /> <br /> <br /> <br /> <br /> <br /> &lt;ref name = ValueDesign&gt;Alexander Osterwalder et al., ''Value Proposition Design'', 2013.&lt;/ref&gt;. <br /> <br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> == Application== <br /> <br /> === Application === <br /> ==== Common Mistakes ==== <br /> ==== Example: Tesla ==== <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2013<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=55865 2018-02-26T01:34:16Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref name = BusinessModel&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> <br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization. The Business Model Canvas can be used for this purpose. &lt;ref name=BusinessModel/&gt;.<br /> <br /> === Business Model Canvas === <br /> <br /> A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas consists of 9 building blocks and can be used as a tool to describe how an organization creates and delivers value. To quickly sum up the Business Model Canvas:<br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). In the Value Proposition Canvas ''Customer Segments'' and '''Value Propositions''' play important roles &lt;ref name=BusinessModel/&gt;. <br /> <br /> [[File:Businesscanvas.png|thumb|&lt;ref&gt;https://www.creatlr.com/template/UOLHsfqGrLzugzVVttoi1e/business-model-canvas/&lt;/ref&gt;The image illustrates the 9 building blocks in the Business Model Canvas.|700px]]<br /> <br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas in order to elaborate the value proposition &lt;ref name=lederindsigt/&gt;.<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> == Application== <br /> <br /> === Application === <br /> ==== Common Mistakes ==== <br /> ==== Example: Tesla ==== <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2010<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=55851 2018-02-26T01:25:03Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> <br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization&lt;ref name=lederindsigt/&gt;.<br /> <br /> === Business Model Canvas === <br /> <br /> A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas can be used as a tool to describe how an organization creates and delivers value. The Business Model consists of 9 building blocks: <br /> <br /> *'''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> *'''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> *'''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> *'''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> *'''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> *'''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> *'''Key Activities:''' Important activities that the company must execute well. <br /> <br /> *'''Key Partnerships:''' External suppliers and partners <br /> <br /> *'''Cost Structure:''' Cost to meet a business model<br /> <br /> The left side of the Business Model Canvas concerns the organization (internal), while the right side concerns the customers (external). <br /> <br /> <br /> <br /> [[File:Businesscanvas.png|thumb|&lt;ref&gt;https://www.creatlr.com/template/UOLHsfqGrLzugzVVttoi1e/business-model-canvas/&lt;/ref&gt;The image illustrates the 9 building blocks in the Business Model Canvas.|700px]]<br /> <br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas in order to elaborate the value proposition &lt;ref name=lederindsigt/&gt;.<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> == Application== <br /> <br /> === Application === <br /> ==== Common Mistakes ==== <br /> ==== Example: Tesla ==== <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2010<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=55843 2018-02-26T01:19:44Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization&lt;ref name=lederindsigt/&gt;.<br /> <br /> === Business Model Canvas === <br /> A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas can be used as a tool to describe how an organization creates and delivers value. The Business Model consists of 9 building blocks:<br /> <br /> '''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> <br /> '''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> <br /> '''Channels:''' How value propositions are delivered to a customer segment<br /> <br /> '''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> <br /> '''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> <br /> '''Key Resources:''' Required assets to provide the elements described above.<br /> <br /> '''Key Activities:''' Important activities that the company must execute well. <br /> <br /> '''Key Partnerships:''' External suppliers and partners <br /> <br /> '''Cost Structure:''' Cost to meet a business model<br /> <br /> <br /> <br /> <br /> <br /> [[File:Businesscanvas.png|thumb|&lt;ref&gt;https://www.creatlr.com/template/UOLHsfqGrLzugzVVttoi1e/business-model-canvas/&lt;/ref&gt;The image illustrates the 9 building blocks in the Business Model Canvas.|700px]]<br /> <br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas in order to elaborate the value proposition &lt;ref name=lederindsigt/&gt;.<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> == Application== <br /> <br /> === Application === <br /> ==== Common Mistakes ==== <br /> ==== Example: Tesla ==== <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2010<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=55842 2018-02-26T01:18:48Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is not enough to only design the value propositions, it is also important to integrate a business model in order to create value for the organization&lt;ref name=lederindsigt/&gt;.<br /> <br /> === Business Model Canvas === <br /> A business model is game plan for implementing strategies through organizational processes and systems. The Business Model Canvas can be used as a tool to describe how an organization creates and delivers value. The Business Model consists of 9 building blocks:<br /> '''Customer Segments:''' Group or people that the organization wants to create value for with value propositions<br /> '''Value Propositions:''' Products or services that creates value for a particular customer segment <br /> '''Channels:''' How value propositions are delivered to a customer segment<br /> '''Customer Relationships:''' Establishment of relationship with particular customer segments <br /> '''Revenue Streams:''' Result from successfully delivered value propositions to customer segments <br /> '''Key Resources:''' Required assets to provide the elements described above.<br /> '''Key Activities:''' Important activities that the company must execute well. <br /> '''Key Partnerships:''' External suppliers and partners <br /> '''Cost Structure:''' Cost to meet a business model<br /> <br /> <br /> <br /> <br /> <br /> [[File:Businesscanvas.png|thumb|&lt;ref&gt;https://www.creatlr.com/template/UOLHsfqGrLzugzVVttoi1e/business-model-canvas/&lt;/ref&gt;The image illustrates the 9 building blocks in the Business Model Canvas.|700px]]<br /> <br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas in order to elaborate the value proposition &lt;ref name=lederindsigt/&gt;.<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> == Application== <br /> <br /> === Application === <br /> ==== Common Mistakes ==== <br /> ==== Example: Tesla ==== <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Learn about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> <br /> Alexander Osterwalder et al.: '''''Value Proposition Design''''', 2010<br /> * Learn about creating desirable products for customers and the processes and tools in order to create and sell the products. <br /> <br /> <br /> Office Of Government Commerce: '''''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)''''', 2013<br /> *Learn about fundamental practices that drives businesses and that reflects the current industry knowledge and practises. <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=55802 2018-02-25T23:46:17Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref name=pmbok&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers &lt;ref name=lederindsigt&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;.<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers/stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders/customers are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref name=pmbok/&gt;.. The project manager can use the Value Proposition Canvas as a tool to understand and analyze the stakeholders. <br /> <br /> Identifying and choosing the value propositions are an important part of creating value for the customers and stakeholders. However, it is also important to integrate a business model in order to create value for the organization&lt;ref name=lederindsigt/&gt;.<br /> <br /> === Business Model Canvas === <br /> <br /> [[File:Businesscanvas.png|thumb|&lt;ref&gt;https://www.creatlr.com/template/UOLHsfqGrLzugzVVttoi1e/business-model-canvas/&lt;/ref&gt;The image illustrates the Business Model Canvas.|700px]]<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> === Value Proposition Canvas === <br /> Alexander Osterwalder describes the Value Proposition Canvas as a 'Plug-in' to the Business Model Canvas in order to elaborate the value proposition &lt;ref name=lederindsigt/&gt;.<br /> <br /> == Application== <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Read about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> Office Of Government Commerce, Managing Successful Projects with PRINCE2, 2009.<br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=55771 2018-02-25T23:14:02Z

<p>S134639: </p> <hr /> <div>In order to provide customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers. &lt;ref&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be described along with how the canvas can be used to satisfy customers and stakeholders. <br /> <br /> == Description == <br /> Project management is using tools, skills and knowledge in order to meet project requirements and can be done through project management processes &lt;ref&gt;https://sd-ds-dk.proxy.findit.dtu.dk/Viewer/Standard?ProjectNr=M268368&amp;Status=90.20&amp;VariantID=46&amp;Page=0&lt;/ref&gt;. In project management a project manager must use his skills and tools in order to meet project requirements as well as the wants of customers and stakeholders. Project management can be categorized into five process groups: Initiating, Planning, Executing, Controlling and Closing. <br /> In the initiating process group the scope of a project and stakeholders are identified. The needs and expectations of the stakeholders are identified. A project manager must communicate with stakeholders in order to analyze their needs and concerns &lt;ref&gt;Office Of Government Commerce, ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', 5th Edition, 2013&lt;/ref&gt;. A useful tool for analyzing this is the value proposition canvas. <br /> <br /> <br /> <br /> <br /> === Business Model Canvas === <br /> <br /> [[File:Businesscanvas.png|thumb|&lt;ref&gt;https://www.creatlr.com/template/UOLHsfqGrLzugzVVttoi1e/business-model-canvas/&lt;/ref&gt;The image illustrates the Business Model Canvas.|700px]]<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> === Value Map === <br /> ====Products and Services ==== <br /> <br /> ==== Gain Creators ==== <br /> <br /> ==== Pain Relievers ====<br /> <br /> === Customer Profile === <br /> ==== Gains ====<br /> ==== Customer Jobs ====<br /> ==== Pains ====<br /> <br /> <br /> == Application== <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Read about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> Office Of Government Commerce, Managing Successful Projects with PRINCE2, 2009.<br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=55741 2018-02-25T22:30:03Z

<p>S134639: </p> <hr /> <div>In order to provide their customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use hisskills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref&gt;Office Of Government Commerce, ''Managing Successful Projects with PRINCE2'', 2009.&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers. &lt;ref&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;<br /> <br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be made clear along with how useful the canvas is for project managers and leading projects. <br /> <br /> == Description == <br /> <br /> <br /> [[File:Businesscanvas.png|thumb|&lt;ref&gt;https://www.creatlr.com/template/UOLHsfqGrLzugzVVttoi1e/business-model-canvas/&lt;/ref&gt;The image illustrates the Business Model Canvas.|700px]]<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> === Value Map === <br /> ====Products and Services ==== <br /> <br /> ==== Gain Creators ==== <br /> <br /> ==== Pain Relievers ====<br /> <br /> === Customer Profile === <br /> ==== Gains ====<br /> ==== Customer Jobs ====<br /> ==== Pains ====<br /> <br /> <br /> == Application== <br /> <br /> == Further Reading == <br /> Alexander Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Read about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=55740 2018-02-25T22:29:18Z

<p>S134639: </p> <hr /> <div>In order to provide their customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use hisskills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref&gt;Office Of Government Commerce, ''Managing Successful Projects with PRINCE2'', 2009.&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers. &lt;ref&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;<br /> <br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be made clear along with how useful the canvas is for project managers and leading projects. <br /> <br /> == Description == <br /> <br /> <br /> [[File:Businesscanvas.png|thumb|&lt;ref&gt;https://www.creatlr.com/template/UOLHsfqGrLzugzVVttoi1e/business-model-canvas/&lt;/ref&gt;The image illustrates the Business Model Canvas.|700px]]<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> === Value Map === <br /> ====Products and Services ==== <br /> <br /> ==== Gain Creators ==== <br /> <br /> ==== Pain Relievers ====<br /> <br /> === Customer Profile === <br /> ==== Gains ====<br /> ==== Customer Jobs ====<br /> ==== Pains ====<br /> <br /> <br /> == Application== <br /> <br /> == Further Reading == <br /> Alex Osterwalder &amp; Yves Pigneur: '''''Business Model Generation''''', 2010<br /> *Read about the Business Model Canvas to learn about creating value and improving organizations. The book describes how to use business model in order to position an organization in a competitive advantage and re-designing an organization's business models. <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=55727 2018-02-25T22:18:53Z

<p>S134639: </p> <hr /> <div>In order to provide their customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use hisskills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref&gt;Office Of Government Commerce, ''Managing Successful Projects with PRINCE2'', 2009.&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers. &lt;ref&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;<br /> <br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be made clear along with how useful the canvas is for project managers and leading projects. <br /> <br /> == Description == <br /> <br /> <br /> [[File:Businesscanvas.png|thumb|&lt;ref&gt;https://www.creatlr.com/template/UOLHsfqGrLzugzVVttoi1e/business-model-canvas/&lt;/ref&gt;The image illustrates the Business Model Canvas.|700px]]<br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value Proposition Canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> === Value Map === <br /> ====Products and Services ==== <br /> <br /> ==== Gain Creators ==== <br /> <br /> ==== Pain Relievers ====<br /> <br /> === Customer Profile === <br /> ==== Gains ====<br /> ==== Customer Jobs ====<br /> ==== Pains ====<br /> <br /> <br /> == Application== <br /> <br /> == Further Reading == <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=File:Businesscanvas.png&diff=55721 2018-02-25T22:15:40Z

<p>S134639: </p> <hr /> <div></div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=55718 2018-02-25T22:13:56Z

<p>S134639: </p> <hr /> <div>In order to provide their customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use hisskills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref&gt;Office Of Government Commerce, ''Managing Successful Projects with PRINCE2'', 2009.&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers. &lt;ref&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;<br /> <br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be made clear along with how useful the canvas is for project managers and leading projects. <br /> <br /> == Description == <br /> <br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the value proposition canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> === Value Map === <br /> ====Products and Services ==== <br /> <br /> ==== Gain Creators ==== <br /> <br /> ==== Pain Relievers ====<br /> <br /> === Customer Profile === <br /> ==== Gains ====<br /> ==== Customer Jobs ====<br /> ==== Pains ====<br /> <br /> <br /> == Application== <br /> <br /> == Further Reading == <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=55713 2018-02-25T22:11:19Z

<p>S134639: </p> <hr /> <div>In order to provide their customers with good service and valuable products, an organization should define their value propositions for their projects. In order to create successful projects a project manager must use hisskills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref&gt;Office Of Government Commerce, ''Managing Successful Projects with PRINCE2'', 2009.&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value for the customer. The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors &lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt;. <br /> The project manager has to make sure that the value proposition and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers. &lt;ref&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;<br /> <br /> This article will describe the value proposition canvas and the importance of choosing the right value proposition. The relation between project management and the canvas will be made clear along with how useful the canvas is for project managers and leading projects. <br /> <br /> <br /> <br /> == Description == <br /> === Value Map === <br /> ====Products and Services ==== <br /> <br /> ==== Gain Creators ==== <br /> <br /> ==== Pain Relievers ====<br /> <br /> === Customer Profile === <br /> ==== Gains ====<br /> ==== Customer Jobs ====<br /> ==== Pains ====<br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the value proposition canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> == Application== <br /> <br /> == Further Reading == <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=52095 2018-02-20T09:15:15Z

<p>S134639: </p> <hr /> <div>In order to provide their customers with good service and valuable products, an organization should define their value propositions for their projects. Initiating a project requires that the project manager uses his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref&gt;Office Of Government Commerce, ''Managing Successful Projects with PRINCE2'', 2009.&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that create value. <br /> The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors. <br /> The Value proposition canvas can be split into two parts: The ''Value Map'' and the ''Customer Profile''. &lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt; <br /> <br /> '''Value Map''': describes the value proposition in which the project manager looks at products and services that the company can provide or develop for the customer segment, how the products aid their customers and relieve them of their ‘pain’. <br /> <br /> '''Customer profile''': the project manager describes the specific customer segment and considers which gains the customer seek as well as the ‘pains’ they may encounter and which improvements they wish to see. <br /> <br /> The project manager has to make sure that the value map and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers. &lt;ref&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;<br /> <br /> == Description == <br /> === Value Map === <br /> ====Products and Services ==== <br /> <br /> ==== Gain Creators ==== <br /> <br /> ==== Pain Relievers ====<br /> <br /> === Customer Profile === <br /> ==== Gains ====<br /> ==== Customer Jobs ====<br /> ==== Pains ====<br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the value proposition canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> == Application== <br /> <br /> === Common Mistakes === <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=52093 2018-02-20T09:11:57Z

<p>S134639: </p> <hr /> <div>In order to provide their customers with good service and valuable products, an organization should define their value propositions for their projects. Initiating a project requires that the project manager uses his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref&gt;Office Of Government Commerce, ''Managing Successful Projects with PRINCE2'', 2009.&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that create value. <br /> The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors. <br /> The Value proposition canvas can be split into two parts: The ''Value Map'' and the ''Customer Profile''. &lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt; <br /> <br /> '''Value Map''': describes the value proposition in which the project manager looks at products and services that the company can provide or develop for the customer segment, how the products aid their customers and relieve them of their ‘pain’. <br /> <br /> '''Customer profile''': the project manager describes the specific customer segment and considers which gains the customer seek as well as the ‘pains’ they may encounter and which improvements they wish to see. <br /> <br /> The project manager has to make sure that the value map and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers. &lt;ref&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;<br /> <br /> == Description == <br /> === Value Map === <br /> ====Products and Services ==== <br /> <br /> ==== Gain Creators ==== <br /> <br /> ==== Pain Relievers ====<br /> <br /> === Customer Profile === <br /> ==== Gains ====<br /> ==== Customer Jobs ====<br /> ==== Pains ====<br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the value proposition canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> == Application== <br /> <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Talk:Automated_project_monitoring_methods&diff=51854 2018-02-19T21:44:07Z

<p>S134639: /* Answer 6 */</p> <hr /> <div>Feedback 1 | Reviewer name: Julie<br /> <br /> Question 1 · TEXT<br /> Quality of the summary:<br /> <br /> Does the summary make the key focus, insights and/or contribution of the article clear?<br /> <br /> Yes. Key focus is automated project monitoring.<br /> <br /> <br /> What would you suggest to improve?<br /> <br /> Write a line or two with background info about monitoring. Who does it? When is it relevant in a project? How is it relevant to the project manager?<br /> <br /> [edit]Answer 1<br /> Answer here<br /> <br /> [edit]Question 2 · TEXT<br /> Structure and logic of the article:<br /> <br /> Is the argument clear?<br /> <br /> Yes if the argument is to encourage to automated project monitoring methods by introducing the reader to various methods.<br /> <br /> Is there a logical flow to the article?<br /> <br /> I was a little confused reading the &quot;monitoring in project management&quot;-part. How is the information about monitoring related to PM? And why is it important for us to know that US construction projects don't use any software besides MS Office?<br /> <br /> Does one part build upon the other?<br /> <br /> Maybe you could work a little on this. Now the reader gets a lot of methods introduced, are they related? If yes, show it. If not - is there a structure you can use in all methods for the information?<br /> <br /> Is the article consistent in its argument and free of contradictions?<br /> <br /> Yes<br /> <br /> What would you suggest to improve?<br /> <br /> Method-part could be a little more coherent.<br /> <br /> [edit]Answer 2<br /> Answer here<br /> <br /> [edit]Question 3 · TEXT<br /> Grammar and style:<br /> <br /> Is the writing free of grammatical and spelling errors?<br /> <br /> Not entirely. Look it over one more time.<br /> <br /> Is the language precise without unnecessary fill words?<br /> <br /> Not entirely. But language is overall pretty good.<br /> <br /> What would you suggest to improve?<br /> <br /> Go through commas, they confused me a little while reading it through.<br /> <br /> [edit]Answer 3<br /> Answer here<br /> <br /> [edit]Question 4 · TEXT<br /> Figures and tables:<br /> <br /> Are figures and tables clear?<br /> <br /> I couldn't see the text on several of the pictures.<br /> <br /> Do they summarize the key points of the article in a meaningful way?<br /> <br /> I couldn't see the text on several of the pictures.<br /> <br /> What would you suggest to improve?<br /> <br /> Make figures bigger, so reader can view these, while reading text.<br /> <br /> [edit]Answer 4<br /> Answer here<br /> <br /> [edit]Question 5 · TEXT<br /> Interest and relevance:<br /> <br /> Is the article of high practical and / or academic relevance?<br /> <br /> Yes.<br /> <br /> Is it made clear in the article why / how it is relevant? What would you suggest to improve?<br /> <br /> You mention some arguments in the abstract for why monitoring and control is important, which is very good. I wouldn't mind hearing more about this.<br /> <br /> Not completely sure how the planning and monitoring part is related to the main theme - is it that one uses planning tools as templates for monitoring? Maybe the introducing part (in planning and monitoring) can specify this. Otherwise the various planning methods are well described.<br /> Do you use the various methods for different monitoring tasks in a single project or do you choose one method to monitor? Would be very interesting to hear how you think they are applicable and what the relationship is towards the rest of the project, both on terms of people: who are the monitoring group and also in terms of tasks.<br /> <br /> [edit]Answer 5<br /> Answer here<br /> <br /> [edit]Question 6 · TEXT<br /> Depth of treatment:<br /> <br /> Is the article interesting for a practitioner or academic to read?<br /> Does it make a significant contribution beyond a cursory web search?<br /> What would you suggest to improve?<br /> <br /> I would like to hear a little more about when which methods are applicable? who is set to do it? And also what impact does the monitoring activities have in a project when choosing a method? If I were to choose a method out of the described ones, I would like to know how it would affect the project.<br /> Can you say how WBS etc. Can be used for monitoring?<br /> Is WBS automatic? And are indicators automatic processes?<br /> <br /> [edit]Answer 6<br /> Answer here<br /> <br /> [edit]Question 7 · TEXT<br /> Annotated bibliography:<br /> <br /> Does the article properly cite and acknowledge previous work?<br /> <br /> Yes. But I had trouble opening a few of the links.<br /> <br /> Does it briefly summarize the key references at the end of the article?<br /> <br /> Yes.<br /> <br /> Is it based on empirical data instead of opinion?<br /> <br /> Yes.<br /> <br /> What would you suggest to improve?<br /> <br /> Don't forget the annotated bibliography (you can find a description in the course group on DTU inside).<br /> Remeber to include mandatory references from course material.<br /> <br /> [edit]Answer 7<br /> Answer here<br /> <br /> Final comment:<br /> <br /> GPS and sensors: couldn't get access to the source used here, but can't help but question the idea of tracking project participants via GPS or over video. Who is being tracked? Is it legal (for a PM) to do so? Should one apply for consent at first?<br /> <br /> <br /> <br /> ==Feedback 1 | Reviewer name: ''Lima''==<br /> ===Question 1 · TEXT===<br /> '''Quality of the summary:'''<br /> <br /> Does the summary make the key focus, insights and/or contribution of the article clear? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 1===<br /> ''Automated project monitoring is presented as the key focus.''<br /> <br /> ===Question 2 · TEXT===<br /> '''Structure and logic of the article:''' <br /> <br /> Is the argument clear? <br /> <br /> Is there a logical flow to the article? <br /> <br /> Does one part build upon the other? <br /> <br /> Is the article consistent in its argument and free of contradictions? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 2===<br /> ''Many methods are presented in the article and the structure (headlines) and flow seems seems logical. However it is difficult to determine whether the parts build upon each other as there are so many methods. The connection/link between the methods could be clarified. ''<br /> <br /> ===Question 3 · TEXT===<br /> '''Grammar and style:''' <br /> <br /> Is the writing free of grammatical and spelling errors? <br /> <br /> Is the language precise without unnecessary fill words? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 3===<br /> ''Your language is fine and you don't have unnecessary fill words. There are commas in your sentences that seem confusing.''<br /> <br /> ===Question 4 · TEXT===<br /> '''Figures and tables:''' <br /> <br /> Are figures and tables clear? <br /> <br /> Do they summarize the key points of the article in a meaningful way? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 4===<br /> ''The figures summarize your key points. Your second figure is a bit blurry but the others are good. Maybe some of your figures should be bigger? It can disturb the reader to have to open every image in order to see the text.''<br /> <br /> ===Question 5 · TEXT===<br /> '''Interest and relevance:''' <br /> <br /> Is the article of high practical and / or academic relevance? <br /> <br /> Is it made clear in the article why / how it is relevant? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 5===<br /> ''I think that the article is relevant as automated monitoring is an important part of projects. However, while you mention that monitoring is an important part in project management, it could be interesting to elaborate on the role of the PM in monitoring projects and how the PM (or other project participants) apply these methods in projects. You present the methods well but it's unclear who applies the methods in projects. ''<br /> <br /> ===Question 6 · TEXT===<br /> '''Depth of treatment:''' <br /> <br /> Is the article interesting for a practitioner or academic to read? <br /> <br /> Does it make a significant contribution beyond a cursory web search? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 6===<br /> ''It is interesting to read the article. As mentioned above it could be nice if the methods and the role of the PM were connected. You should elaborate on how these methods play a role in project management. Who else can apply these methods and what will happen if the methods aren't used? I also think you should elaborate on the link between planning and monitoring. While the methods are well-explained then the connection and relevance of planning in regard to monitoring is a bit difficult to understand. Maybe you could also compare the quantitative and qualitative methods?''<br /> <br /> ===Question 7 · TEXT===<br /> '''Annotated bibliography:''' <br /> <br /> Does the article properly cite and acknowledge previous work? <br /> <br /> Does it briefly summarize the key references at the end of the article? <br /> <br /> Is it based on empirical data instead of opinion? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 7===<br /> ''Yes it properly cites previous work. Empirical data. I think you're missing one of the mandatory references.''</div>

S134639 http://13.50.150.85/index.php?title=Talk:Automated_project_monitoring_methods&diff=51850 2018-02-19T21:38:38Z

<p>S134639: /* Answer 6 */</p> <hr /> <div>Feedback 1 | Reviewer name: Julie<br /> <br /> Question 1 · TEXT<br /> Quality of the summary:<br /> <br /> Does the summary make the key focus, insights and/or contribution of the article clear?<br /> <br /> Yes. Key focus is automated project monitoring.<br /> <br /> <br /> What would you suggest to improve?<br /> <br /> Write a line or two with background info about monitoring. Who does it? When is it relevant in a project? How is it relevant to the project manager?<br /> <br /> [edit]Answer 1<br /> Answer here<br /> <br /> [edit]Question 2 · TEXT<br /> Structure and logic of the article:<br /> <br /> Is the argument clear?<br /> <br /> Yes if the argument is to encourage to automated project monitoring methods by introducing the reader to various methods.<br /> <br /> Is there a logical flow to the article?<br /> <br /> I was a little confused reading the &quot;monitoring in project management&quot;-part. How is the information about monitoring related to PM? And why is it important for us to know that US construction projects don't use any software besides MS Office?<br /> <br /> Does one part build upon the other?<br /> <br /> Maybe you could work a little on this. Now the reader gets a lot of methods introduced, are they related? If yes, show it. If not - is there a structure you can use in all methods for the information?<br /> <br /> Is the article consistent in its argument and free of contradictions?<br /> <br /> Yes<br /> <br /> What would you suggest to improve?<br /> <br /> Method-part could be a little more coherent.<br /> <br /> [edit]Answer 2<br /> Answer here<br /> <br /> [edit]Question 3 · TEXT<br /> Grammar and style:<br /> <br /> Is the writing free of grammatical and spelling errors?<br /> <br /> Not entirely. Look it over one more time.<br /> <br /> Is the language precise without unnecessary fill words?<br /> <br /> Not entirely. But language is overall pretty good.<br /> <br /> What would you suggest to improve?<br /> <br /> Go through commas, they confused me a little while reading it through.<br /> <br /> [edit]Answer 3<br /> Answer here<br /> <br /> [edit]Question 4 · TEXT<br /> Figures and tables:<br /> <br /> Are figures and tables clear?<br /> <br /> I couldn't see the text on several of the pictures.<br /> <br /> Do they summarize the key points of the article in a meaningful way?<br /> <br /> I couldn't see the text on several of the pictures.<br /> <br /> What would you suggest to improve?<br /> <br /> Make figures bigger, so reader can view these, while reading text.<br /> <br /> [edit]Answer 4<br /> Answer here<br /> <br /> [edit]Question 5 · TEXT<br /> Interest and relevance:<br /> <br /> Is the article of high practical and / or academic relevance?<br /> <br /> Yes.<br /> <br /> Is it made clear in the article why / how it is relevant? What would you suggest to improve?<br /> <br /> You mention some arguments in the abstract for why monitoring and control is important, which is very good. I wouldn't mind hearing more about this.<br /> <br /> Not completely sure how the planning and monitoring part is related to the main theme - is it that one uses planning tools as templates for monitoring? Maybe the introducing part (in planning and monitoring) can specify this. Otherwise the various planning methods are well described.<br /> Do you use the various methods for different monitoring tasks in a single project or do you choose one method to monitor? Would be very interesting to hear how you think they are applicable and what the relationship is towards the rest of the project, both on terms of people: who are the monitoring group and also in terms of tasks.<br /> <br /> [edit]Answer 5<br /> Answer here<br /> <br /> [edit]Question 6 · TEXT<br /> Depth of treatment:<br /> <br /> Is the article interesting for a practitioner or academic to read?<br /> Does it make a significant contribution beyond a cursory web search?<br /> What would you suggest to improve?<br /> <br /> I would like to hear a little more about when which methods are applicable? who is set to do it? And also what impact does the monitoring activities have in a project when choosing a method? If I were to choose a method out of the described ones, I would like to know how it would affect the project.<br /> Can you say how WBS etc. Can be used for monitoring?<br /> Is WBS automatic? And are indicators automatic processes?<br /> <br /> [edit]Answer 6<br /> Answer here<br /> <br /> [edit]Question 7 · TEXT<br /> Annotated bibliography:<br /> <br /> Does the article properly cite and acknowledge previous work?<br /> <br /> Yes. But I had trouble opening a few of the links.<br /> <br /> Does it briefly summarize the key references at the end of the article?<br /> <br /> Yes.<br /> <br /> Is it based on empirical data instead of opinion?<br /> <br /> Yes.<br /> <br /> What would you suggest to improve?<br /> <br /> Don't forget the annotated bibliography (you can find a description in the course group on DTU inside).<br /> Remeber to include mandatory references from course material.<br /> <br /> [edit]Answer 7<br /> Answer here<br /> <br /> Final comment:<br /> <br /> GPS and sensors: couldn't get access to the source used here, but can't help but question the idea of tracking project participants via GPS or over video. Who is being tracked? Is it legal (for a PM) to do so? Should one apply for consent at first?<br /> <br /> <br /> <br /> ==Feedback 1 | Reviewer name: ''Lima''==<br /> ===Question 1 · TEXT===<br /> '''Quality of the summary:'''<br /> <br /> Does the summary make the key focus, insights and/or contribution of the article clear? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 1===<br /> ''Automated project monitoring is presented as the key focus.''<br /> <br /> ===Question 2 · TEXT===<br /> '''Structure and logic of the article:''' <br /> <br /> Is the argument clear? <br /> <br /> Is there a logical flow to the article? <br /> <br /> Does one part build upon the other? <br /> <br /> Is the article consistent in its argument and free of contradictions? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 2===<br /> ''Many methods are presented in the article and the structure (headlines) and flow seems seems logical. However it is difficult to determine whether the parts build upon each other as there are so many methods. The connection/link between the methods could be clarified. ''<br /> <br /> ===Question 3 · TEXT===<br /> '''Grammar and style:''' <br /> <br /> Is the writing free of grammatical and spelling errors? <br /> <br /> Is the language precise without unnecessary fill words? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 3===<br /> ''Your language is fine and you don't have unnecessary fill words. There are commas in your sentences that seem confusing.''<br /> <br /> ===Question 4 · TEXT===<br /> '''Figures and tables:''' <br /> <br /> Are figures and tables clear? <br /> <br /> Do they summarize the key points of the article in a meaningful way? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 4===<br /> ''The figures summarize your key points. Your second figure is a bit blurry but the others are good. Maybe some of your figures should be bigger? It can disturb the reader to have to open every image in order to see the text.''<br /> <br /> ===Question 5 · TEXT===<br /> '''Interest and relevance:''' <br /> <br /> Is the article of high practical and / or academic relevance? <br /> <br /> Is it made clear in the article why / how it is relevant? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 5===<br /> ''I think that the article is relevant as automated monitoring is an important part of projects. However, while you mention that monitoring is an important part in project management, it could be interesting to elaborate on the role of the PM in monitoring projects and how the PM (or other project participants) apply these methods in projects. You present the methods well but it's unclear who applies the methods in projects. ''<br /> <br /> ===Question 6 · TEXT===<br /> '''Depth of treatment:''' <br /> <br /> Is the article interesting for a practitioner or academic to read? <br /> <br /> Does it make a significant contribution beyond a cursory web search? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 6===<br /> ''It is interesting to read the article. As mentioned above it could be nice if the methods and the role of the PM were connected. You should elaborate on how these methods play a role in project management. Who else can apply these methods and what will happen if the methods aren't used? ''<br /> <br /> ===Question 7 · TEXT===<br /> '''Annotated bibliography:''' <br /> <br /> Does the article properly cite and acknowledge previous work? <br /> <br /> Does it briefly summarize the key references at the end of the article? <br /> <br /> Is it based on empirical data instead of opinion? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 7===<br /> ''Yes it properly cites previous work. Empirical data. I think you're missing one of the mandatory references.''</div>

S134639 http://13.50.150.85/index.php?title=Talk:Automated_project_monitoring_methods&diff=51845 2018-02-19T21:35:10Z

<p>S134639: </p> <hr /> <div>Feedback 1 | Reviewer name: Julie<br /> <br /> Question 1 · TEXT<br /> Quality of the summary:<br /> <br /> Does the summary make the key focus, insights and/or contribution of the article clear?<br /> <br /> Yes. Key focus is automated project monitoring.<br /> <br /> <br /> What would you suggest to improve?<br /> <br /> Write a line or two with background info about monitoring. Who does it? When is it relevant in a project? How is it relevant to the project manager?<br /> <br /> [edit]Answer 1<br /> Answer here<br /> <br /> [edit]Question 2 · TEXT<br /> Structure and logic of the article:<br /> <br /> Is the argument clear?<br /> <br /> Yes if the argument is to encourage to automated project monitoring methods by introducing the reader to various methods.<br /> <br /> Is there a logical flow to the article?<br /> <br /> I was a little confused reading the &quot;monitoring in project management&quot;-part. How is the information about monitoring related to PM? And why is it important for us to know that US construction projects don't use any software besides MS Office?<br /> <br /> Does one part build upon the other?<br /> <br /> Maybe you could work a little on this. Now the reader gets a lot of methods introduced, are they related? If yes, show it. If not - is there a structure you can use in all methods for the information?<br /> <br /> Is the article consistent in its argument and free of contradictions?<br /> <br /> Yes<br /> <br /> What would you suggest to improve?<br /> <br /> Method-part could be a little more coherent.<br /> <br /> [edit]Answer 2<br /> Answer here<br /> <br /> [edit]Question 3 · TEXT<br /> Grammar and style:<br /> <br /> Is the writing free of grammatical and spelling errors?<br /> <br /> Not entirely. Look it over one more time.<br /> <br /> Is the language precise without unnecessary fill words?<br /> <br /> Not entirely. But language is overall pretty good.<br /> <br /> What would you suggest to improve?<br /> <br /> Go through commas, they confused me a little while reading it through.<br /> <br /> [edit]Answer 3<br /> Answer here<br /> <br /> [edit]Question 4 · TEXT<br /> Figures and tables:<br /> <br /> Are figures and tables clear?<br /> <br /> I couldn't see the text on several of the pictures.<br /> <br /> Do they summarize the key points of the article in a meaningful way?<br /> <br /> I couldn't see the text on several of the pictures.<br /> <br /> What would you suggest to improve?<br /> <br /> Make figures bigger, so reader can view these, while reading text.<br /> <br /> [edit]Answer 4<br /> Answer here<br /> <br /> [edit]Question 5 · TEXT<br /> Interest and relevance:<br /> <br /> Is the article of high practical and / or academic relevance?<br /> <br /> Yes.<br /> <br /> Is it made clear in the article why / how it is relevant? What would you suggest to improve?<br /> <br /> You mention some arguments in the abstract for why monitoring and control is important, which is very good. I wouldn't mind hearing more about this.<br /> <br /> Not completely sure how the planning and monitoring part is related to the main theme - is it that one uses planning tools as templates for monitoring? Maybe the introducing part (in planning and monitoring) can specify this. Otherwise the various planning methods are well described.<br /> Do you use the various methods for different monitoring tasks in a single project or do you choose one method to monitor? Would be very interesting to hear how you think they are applicable and what the relationship is towards the rest of the project, both on terms of people: who are the monitoring group and also in terms of tasks.<br /> <br /> [edit]Answer 5<br /> Answer here<br /> <br /> [edit]Question 6 · TEXT<br /> Depth of treatment:<br /> <br /> Is the article interesting for a practitioner or academic to read?<br /> Does it make a significant contribution beyond a cursory web search?<br /> What would you suggest to improve?<br /> <br /> I would like to hear a little more about when which methods are applicable? who is set to do it? And also what impact does the monitoring activities have in a project when choosing a method? If I were to choose a method out of the described ones, I would like to know how it would affect the project.<br /> Can you say how WBS etc. Can be used for monitoring?<br /> Is WBS automatic? And are indicators automatic processes?<br /> <br /> [edit]Answer 6<br /> Answer here<br /> <br /> [edit]Question 7 · TEXT<br /> Annotated bibliography:<br /> <br /> Does the article properly cite and acknowledge previous work?<br /> <br /> Yes. But I had trouble opening a few of the links.<br /> <br /> Does it briefly summarize the key references at the end of the article?<br /> <br /> Yes.<br /> <br /> Is it based on empirical data instead of opinion?<br /> <br /> Yes.<br /> <br /> What would you suggest to improve?<br /> <br /> Don't forget the annotated bibliography (you can find a description in the course group on DTU inside).<br /> Remeber to include mandatory references from course material.<br /> <br /> [edit]Answer 7<br /> Answer here<br /> <br /> Final comment:<br /> <br /> GPS and sensors: couldn't get access to the source used here, but can't help but question the idea of tracking project participants via GPS or over video. Who is being tracked? Is it legal (for a PM) to do so? Should one apply for consent at first?<br /> <br /> <br /> <br /> ==Feedback 1 | Reviewer name: ''Lima''==<br /> ===Question 1 · TEXT===<br /> '''Quality of the summary:'''<br /> <br /> Does the summary make the key focus, insights and/or contribution of the article clear? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 1===<br /> ''Automated project monitoring is presented as the key focus.''<br /> <br /> ===Question 2 · TEXT===<br /> '''Structure and logic of the article:''' <br /> <br /> Is the argument clear? <br /> <br /> Is there a logical flow to the article? <br /> <br /> Does one part build upon the other? <br /> <br /> Is the article consistent in its argument and free of contradictions? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 2===<br /> ''Many methods are presented in the article and the structure (headlines) and flow seems seems logical. However it is difficult to determine whether the parts build upon each other as there are so many methods. The connection/link between the methods could be clarified. ''<br /> <br /> ===Question 3 · TEXT===<br /> '''Grammar and style:''' <br /> <br /> Is the writing free of grammatical and spelling errors? <br /> <br /> Is the language precise without unnecessary fill words? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 3===<br /> ''Your language is fine and you don't have unnecessary fill words. There are commas in your sentences that seem confusing.''<br /> <br /> ===Question 4 · TEXT===<br /> '''Figures and tables:''' <br /> <br /> Are figures and tables clear? <br /> <br /> Do they summarize the key points of the article in a meaningful way? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 4===<br /> ''The figures summarize your key points. Your second figure is a bit blurry but the others are good. Maybe some of your figures should be bigger? It can disturb the reader to have to open every image in order to see the text.''<br /> <br /> ===Question 5 · TEXT===<br /> '''Interest and relevance:''' <br /> <br /> Is the article of high practical and / or academic relevance? <br /> <br /> Is it made clear in the article why / how it is relevant? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 5===<br /> ''I think that the article is relevant as automated monitoring is an important part of projects. However, while you mention that monitoring is an important part in project management, it could be interesting to elaborate on the role of the PM in monitoring projects and how the PM (or other project participants) apply these methods in projects. You present the methods well but it's unclear who applies the methods in projects. ''<br /> <br /> ===Question 6 · TEXT===<br /> '''Depth of treatment:''' <br /> <br /> Is the article interesting for a practitioner or academic to read? <br /> <br /> Does it make a significant contribution beyond a cursory web search? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 6===<br /> ''It is interesting to read the article. ''<br /> <br /> ===Question 7 · TEXT===<br /> '''Annotated bibliography:''' <br /> <br /> Does the article properly cite and acknowledge previous work? <br /> <br /> Does it briefly summarize the key references at the end of the article? <br /> <br /> Is it based on empirical data instead of opinion? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 7===<br /> ''Yes it properly cites previous work. Empirical data. I think you're missing one of the mandatory references.''</div>

S134639 http://13.50.150.85/index.php?title=Talk:Meeting_strategies&diff=51175 2018-02-18T23:48:58Z

<p>S134639: /* Abstract Feedback */</p> <hr /> <div>==Abstract Feedback==<br /> Text Clarity; Ok.<br /> <br /> Language; Ok.<br /> <br /> References; Ok.<br /> <br /> Annotated bibliography is a list of articles, books or documents followed by a briefly descriptive and evaluative paragraph, what you have under your ''annotated bibliography'' section are ''references''.<br /> <br /> <br /> In general the abstract is ok, when developing the article don't forget to elaborate and describe the relevance for a Project Manager.<br /> <br /> <br /> ==Feedback 1 | Reviewer name: ''Lima Parhiz''==<br /> ===Question 1 · TEXT===<br /> '''Quality of the summary:'''<br /> Does the summary make the key focus, insights and/or contribution of the article clear? <br /> What would you suggest to improve?<br /> ===Answer 1===<br /> ''The abstract is good. The key focus is pointed out and the flow is ok. Isn’t the “About the article” be a part of the abstract? This part also points of some of the points that could be in the abstract. You could consider merging the two parts. I think you repeat yourself a little bit in the last part. You start writing about the guidelines but jump to the study made by Microsoft and then back again to the guidelines. Maybe you could rearrange these parts so you don’t jump back-and-forth in the text. ''<br /> <br /> ===Question 2 · TEXT===<br /> '''Structure and logic of the article:''' <br /> <br /> Is the argument clear? <br /> <br /> Is there a logical flow to the article? <br /> <br /> Does one part build upon the other? <br /> <br /> Is the article consistent in its argument and free of contradictions? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 2===<br /> ''The article is not complete but from what you have written in the abstract/about the article then the flow seems logical as it makes sense to look at the project phases in the beginning and then go over to the strategies.''<br /> <br /> ===Question 3 · TEXT===<br /> '''Grammar and style:''' <br /> <br /> Is the writing free of grammatical and spelling errors? <br /> <br /> Is the language precise without unnecessary fill words? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 3===<br /> ''The language is fine, however there are some minor spelling and grammatical errors. The language is precise and there aren’t unnecessary fill words. You manage to express your points in an understandable and precise way. The only suggestion I have is that you should look through your text for spelling/grammatical errors when you are completely done with the article.''<br /> ===Question 4 · TEXT===<br /> '''Figures and tables:''' <br /> Do they summarize the key points of the article in a meaningful way? <br /> What would you suggest to improve?<br /> <br /> ===Answer 4===<br /> '' The first figure is ok. The second figure is too blurry, which makes it difficult to read some of the words in the figure. Remember to add references to figures. ''<br /> <br /> ===Question 5 · TEXT===<br /> '''Interest and relevance:''' <br /> <br /> Is the article of high practical and / or academic relevance? <br /> <br /> Is it made clear in the article why / how it is relevant? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 5===<br /> ''You might haven’t gotten to that part yet but it has not been made a 100% clear why it is important to implement meeting strategies. Is it possible for the PM to hold meetings without having any strategies? I think the reason of having meeting strategies should be explicit in the text. <br /> Is the link between the project phases and the strategies also going to be made clear?''<br /> <br /> ===Question 6 · TEXT===<br /> '''Depth of treatment:''' <br /> <br /> Is the article interesting for a practitioner or academic to read? <br /> <br /> Does it make a significant contribution beyond a cursory web search? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 6===<br /> ''I think it is interesting for practioners/academics to read about meeting strategies. It is a basic part of doing projects but if a large part of the meetings that are held fails (as stated in the article) then its relevant for people to read up on the subject in order to improve the quality of their meetings. It is limited how much I can say about the article as it isn’t finished yet but it seems interesting. The main focus should be in the PM point of view.''<br /> <br /> ===Question 7 · TEXT===<br /> '''Annotated bibliography:''' <br /> <br /> Does the article properly cite and acknowledge previous work? <br /> <br /> Does it briefly summarize the key references at the end of the article? <br /> <br /> Is it based on empirical data instead of opinion? <br /> <br /> What would you suggest to improve?<br /> <br /> ===Answer 7===<br /> ''The reference list is given at the end of the article. The references seem to be based on empirical data rather than opinions. You probably haven’t gotten to that part yet but your main text after the abstract is lacking references and so is your figures.''</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=49736 2018-02-16T21:54:54Z

<p>S134639: </p> <hr /> <div>In order to provide their customers with good service and valuable products, an organization should define their value propositions for their projects. Initiating a project requires that the project manager uses his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref&gt;Office Of Government Commerce, ''Managing Successful Projects with PRINCE2'', 2009.&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that create value. <br /> The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors. <br /> The Value proposition canvas can be split into two parts: The ''Value Map'' and the ''Customer Profile''. &lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt; <br /> <br /> '''Value Map''': describes the value proposition in which the project manager looks at products and services that the company can provide or develop for the customer segment, how the products aid their customers and relieve them of their ‘pain’. <br /> <br /> '''Customer profile''': the project manager describes the specific customer segment and considers which gains the customer seek as well as the ‘pains’ they may encounter and which improvements they wish to see. <br /> <br /> The project manager has to make sure that the value map and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers. &lt;ref&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;<br /> <br /> == Description == <br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the value proposition canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> == Application== <br /> <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=49735 2018-02-16T21:54:20Z

<p>S134639: </p> <hr /> <div>In order to provide their customers with good service and valuable products, the company should define their value propositions for their projects. Initiating a project requires that the project manager uses his skills and knowledge to plan projects and create project plans to meet the project and product requirements by the customers &lt;ref&gt;Office Of Government Commerce, ''Managing Successful Projects with PRINCE2'', 2009.&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that create value. <br /> The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors. <br /> The Value proposition canvas can be split into two parts: The ''Value Map'' and the ''Customer Profile''. &lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt; <br /> <br /> '''Value Map''': describes the value proposition in which the project manager looks at products and services that the company can provide or develop for the customer segment, how the products aid their customers and relieve them of their ‘pain’. <br /> <br /> '''Customer profile''': the project manager describes the specific customer segment and considers which gains the customer seek as well as the ‘pains’ they may encounter and which improvements they wish to see. <br /> <br /> The project manager has to make sure that the value map and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers. &lt;ref&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;<br /> <br /> == Description == <br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the value proposition canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> == Application== <br /> <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=49734 2018-02-16T21:53:33Z

<p>S134639: </p> <hr /> <div>In order to provide their customers with good service and valuable products, the company should define their value propositions for their projects. Initiating a project requires that the project manager uses his skills and knowledge to plan projects and create project plans to meet the project and product requirements set by the organization &lt;ref&gt;Office Of Government Commerce, ''Managing Successful Projects with PRINCE2'', 2009.&lt;/ref&gt;. <br /> The value propositions set by the organization for their specific products can guide the project managers to develop project plans that satisfy their customers and provide them with valuable products. The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that create value. <br /> The organization should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors. <br /> The Value proposition canvas can be split into two parts: The ''Value Map'' and the ''Customer Profile''. &lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt; <br /> <br /> '''Value Map''': describes the value proposition in which the project manager looks at products and services that the company can provide or develop for the customer segment, how the products aid their customers and relieve them of their ‘pain’. <br /> <br /> '''Customer profile''': the project manager describes the specific customer segment and considers which gains the customer seek as well as the ‘pains’ they may encounter and which improvements they wish to see. <br /> <br /> The project manager has to make sure that the value map and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers. &lt;ref&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;<br /> <br /> == Description == <br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the value proposition canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> == Application== <br /> <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=49719 2018-02-16T21:33:25Z

<p>S134639: </p> <hr /> <div>In order to provide their customers with good service and valuable products, the company should define their value propositions for their projects. Initiating a project requires that the project manager uses his skills and knowledge to plan projects and create project plans to meet the project requirements set by the organization. Providing their customers with good service and products means <br /> <br /> <br /> <br /> The ''Value proposition canvas'' is a tool that can be used in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value. <br /> Project managers should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors. <br /> The Value proposition canvas can be split into two parts: The ''Value Map'' and the ''Customer Profile''. &lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt; <br /> <br /> '''Value Map''': describes the value proposition in which the project manager looks at products and services that the company can provide or develop for the customer segment, how the products aid their customers and relieve them of their ‘pain’. <br /> <br /> '''Customer profile''': the project manager describes the specific customer segment and considers which gains the customer seek as well as the ‘pains’ they may encounter and which improvements they wish to see. <br /> <br /> The project manager has to make sure that the value map and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers. &lt;ref&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;<br /> <br /> == Description == <br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the value proposition canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> == Application== <br /> <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=49433 2018-02-16T14:39:49Z

<p>S134639: </p> <hr /> <div>In order to provide their customers with good service and valuable products, the company should define their value propositions. The ''Value proposition canvas'' is a tool that the project manager can use in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value. <br /> Project managers should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors. <br /> The Value proposition canvas can be split into two parts: The ''Value Map'' and the ''Customer Profile''. &lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt; <br /> <br /> '''Value Map''': describes the value proposition in which the project manager looks at products and services that the company can provide or develop for the customer segment, how the products aid their customers and relieve them of their ‘pain’. <br /> <br /> '''Customer profile''': the project manager describes the specific customer segment and considers which gains the customer seek as well as the ‘pains’ they may encounter and which improvements they wish to see. <br /> <br /> The project manager has to make sure that the value map and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers. &lt;ref&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;<br /> <br /> == Description == <br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the value proposition canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> == Application== <br /> <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=49415 2018-02-16T14:20:50Z

<p>S134639: </p> <hr /> <div>&lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt; In order to provide their customers with good service and valuable products, the company should define their value propositions. The ''Value proposition canvas'' is a tool that the project manager can use in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value. <br /> Project managers should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors. <br /> The Value proposition canvas can be split into two parts: The ''Value Map'' and the ''Customer Profile''. <br /> <br /> &lt;ref&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;'''Value Map''': describes the value proposition in which the project manager looks at products and services that the company can provide or develop for the customer segment, how the products aid their customers and relieve them of their ‘pain’. <br /> <br /> '''Customer profile''': the project manager describes the specific customer segment and considers which gains the customer seek as well as the ‘pains’ they may encounter and which improvements they wish to see. <br /> <br /> The project manager has to make sure that the value map and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers. <br /> <br /> == Description == <br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the value proposition canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> == Application== <br /> <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=49413 2018-02-16T14:15:49Z

<p>S134639: </p> <hr /> <div>&lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt; In order to provide their customers with good service and valuable products, the company should define their value propositions. The ''Value proposition canvas'' is a tool that the project manager can use in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value. <br /> Project managers should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors. <br /> The Value proposition canvas can be split into two parts: The ''Value Map'' and the ''Customer Profile''. <br /> <br /> &lt;ref&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;'''Value Map''': describes the value proposition in which the project manager looks at products and services that the company can provide or develop for the customer segment, how the products aid their customers and relieve them of their ‘pain’. <br /> <br /> '''Customer profile''': the project manager describes the specific customer segment and considers which gains the customer seek as well as the ‘pains’ they may encounter and which improvements they wish to see. <br /> <br /> The project manager has to make sure that the value map and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers. <br /> <br /> == Description == <br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value proposition canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> == Application== <br /> <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=49400 2018-02-16T14:10:24Z

<p>S134639: </p> <hr /> <div>&lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt; In order to provide their customers with good service and valuable products, the company should define their value propositions. The ''Value proposition'' canvas is a tool that the project manager can use in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value. <br /> Project managers should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors. <br /> The Value proposition canvas can be split into two parts: The ''Value Map'' and the ''Customer Profile''. <br /> <br /> &lt;ref&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;'''Value Map''': describes the value proposition in which the project manager looks at products and services that the company can provide or develop for the customer segment, how the products aid their customers and relieve them of their ‘pain’. <br /> <br /> '''Customer profile''': the project manager describes the specific customer segment and considers which gains the customer seek as well as the ‘pains’ they may encounter and which improvements they wish to see. <br /> <br /> The project manager has to make sure that the value map and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers. <br /> <br /> == Description == <br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value proposition canvas. The model is split into two parts: The value map (left) and the customer profile (right).|450px]]<br /> <br /> == Application== <br /> <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=49345 2018-02-16T13:00:55Z

<p>S134639: </p> <hr /> <div>&lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt; In order to provide their customers with good service and valuable products, the company should define their value propositions. The ''Value proposition'' canvas is a tool that the project manager can use in order to solve the problems of specific customer segments and fulfill their needs by providing products and services that creates value. <br /> Project managers should design value proposition with benefits in order to attract customers and make them choose one company rather than its competitors. <br /> The Value proposition canvas can be split into two parts: The ''Value Map'' and the ''Customer Profile''. <br /> <br /> &lt;ref&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;'''Value Map''': describes the value proposition in which the project manager looks at products and services that the company can provide or develop for the customer segment, how the products aid their customers and relieve them of their ‘pain’. <br /> <br /> '''Customer profile''': the project manager describes the specific customer segment and considers which gains the customer seek as well as the ‘pains’ they may encounter and which improvements they wish to see. <br /> <br /> The project manager has to make sure that the value map and customer profile complement each other so that the customer segment is provided with the right products/service and that the customer’s pains are met with the right pain relievers. <br /> <br /> == Description == <br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value proposition canvas. The model is split into two parts: The value proposition (left) and the customer segment (right).|450px]]<br /> <br /> == Application== <br /> <br /> <br /> <br /> <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=49301 2018-02-16T12:09:40Z

<p>S134639: </p> <hr /> <div>&lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt; The value proposition canvas is a tool that can be used to solve the customer's problems and fulfill their needs by providing products and services that creates value for the customers. <br /> Having the right value propositions will make the customers choose one company instead of the competitors. The value propositions provides products and/or products that satisfies the requests of specific customer segments. Value propositions can be innovative or resemble present propositions with added benefits. The Value proposition canvas can be split into two parts: The ''Value proposition'' and the ''Customer Segments''. <br /> <br /> &lt;ref&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;'''Value proposition''': includes looking at the products and services the company can provide or potentially develop in order to satisfy the customers. It is also used to determine how the products aid the customer segments and relieve them of their ‘pain’. The canvas also investigates how the services or products creates value for the customers. <br /> <br /> '''Customer segments''': Considering what the customers wish to accomplish. Moreover, which ‘pains’ the customers encounter and which improvements they wish to see. <br /> <br /> However, it is not enough to only choose good value propositions. Besides choosing the right value propositions, it is essential to also have a business model in order thrive. <br /> == Description == <br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value proposition canvas. The model is split into two parts: The value proposition (left) and the customer segment (right).|450px]]<br /> <br /> == Application== <br /> == References == <br /> &lt;references/&gt;</div>

S134639 http://13.50.150.85/index.php?title=Value_proposition_canvas&diff=49289 2018-02-16T11:55:25Z

<p>S134639: </p> <hr /> <div>&lt;ref&gt;Osterwalder, Alexander and Pigneur, Yves, ''Business Model Generation'', 2010.&lt;/ref&gt; The value proposition canvas is a tool that can be used to solve the customer's problems and fulfill their needs by providing products and services that creates value for the customers. <br /> Having the right value propositions will make the customers choose one company instead of the competitors. The value propositions provides products and/or products that satisfies the requests of specific customer segments. Value propositions can be innovative or resemble present propositions with added benefits. The Value proposition canvas can be split into two parts: The ''Value proposition'' and the ''Customer Segments''. <br /> <br /> &lt;ref&gt;https://lederindsigt.dk/vaerktoejer-skabeloner/strategi-og-forretningsudvikling/value-proposition-canvas/&lt;/ref&gt;'''The Value proposition''': includes looking at the products and services the company can provide or potentially develop in order to satisfy the customers. It is also used to determine how the products aid the customer segments and relieve them of their ‘pain’. The canvas also investigates how the services or products creates value for the customers. <br /> <br /> '''Customer segments''': Considering what the customers wish to accomplish. Moreover, which ‘pains’ the customers encounter and which improvements they wish to see. <br /> <br /> However, it is not enough to only choose good value propositions. Besides choosing the right value propositions, it is essential to also have a business model in order thrive. <br /> == Description == <br /> <br /> [[File:Value proposition canvas.png|thumb|&lt;ref&gt;https://strategyzer.com/canvas/value-proposition-canvas/&lt;/ref&gt;The image illustrates the Value proposition canvas. The model is split into two parts: The value proposition (left) and the customer segment (right).|450px]]<br /> <br /> == Application== <br /> == References == <br /> &lt;references/&gt;</div>

S134639