business model project management -...

HEROES

Compete Different

BUSINESS MODEL PROJECT MANAGEMENT

FOR

APPLE’S CLASSIC IPOD

Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Knowledge Systems and Projects”

Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

Business Model Project Management

Is

A Visual Management Innovation

That Focuses on the Unique Concept of

“One‐Page Business Model Planning,

Marketing, and

Performance Management”



The Vision

of


Is To

“Visually Organize and Manage

The World’s Knowledge Systems and Projects”




Eliminates a Serious Problem in the Dichotomy of

Business Planning (Planners/Visionaries) vs.

Performance Management (Doers/Pragmatists):

The Core Problem Involves

Having Too Many Rigid and Disparate Tools When

Planning, Organizing, Managing, and Presenting

(Business) Projects




Presents

A Platform or One‐page Dashboard

That Visually Integrates Strategic Management Tools

As Well As

Provides a Common Language for

Planning, Organizing, Managing, and Presenting

(Business) Projects



The Platform or One‐page Dashboard

of


Mirrors

The Structure and Design of a Polymath’s Brain



Benefits of Using


Include

Greater Project Success and Innovation

As well as

Tremendous Savings in Time, Money, and Energy

When Planning, Organizing, Managing, and

Presenting (Business) Projects Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

“Visually Organize and Manage the World’s Knowledge Systems and Projects” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

The Primary Tool

Of


is

The Business DNA Model




for

The Business DNA Model:

A Semantic (“SEMPORCES”) Dashboard

Applications of



Apple’s iPod

On

Case Study



Business DNA Model: ……………………………………..……………………………………………………………………………………………..…………

A Semantic Dashboard for Business Model Project Management (BMPM)

& http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Knowledge Systems and Projects”


Copyright 2012. Dr. Rod King. [email protected]

Profit (Margin); VALUE

Revenue; DELIGHT (+)

HOW?

Suppliers/ Inputs/ Partners

E

Machinery/ Technology/ Tool/Infra‐structure

Process/ Strategy/ Job To Be Done

M PS

Employees/ Brand/IP/ Culture

Design

D A

Needs

WHAT?

Aspirations

Output (Product/ Service)

O

Retailers/ Channels/

CRM

Customers/ Consumers/ (“Heroes”)

R

Environ‐ment

(Global)

E

Shared Dream/ Mission/

Result/Value

SC

Cost; PAIN (‐)

WHY?

N

Business DNA Model for PROJECT CHARTER, RESOURCES, AND VIABILITY: ……………………………………………………………………………..…………





Project Sponsor/ Champion Project Manager Other Team Members

Business Goals & Objectives Project Goals & Objective

Solutions/ Deliverables Start Date End Date

Customer/ Client Problems/ Needs/ Require‐ments/ Job‐To‐Be‐Done

Industry/ Sector Scope External Stakeholders Investors

Impacts; Viability; Competitive Advantage

BUSINESS MODEL PROJECT CHARTER



Cost; PAIN (‐)

AN

Needs

WHAT?

Aspirations

WHY?

Design

HOW?


C S


Result/Value

E

Environ‐ment

(Global)

R


CRM


O



S



M PE

D

Business DNA Model for PROJECT CHARTER, RESOURCES, AND VIABILITY: Apple’s Classic iPod





Project Champion Steve Jobs (CEO) Project Manager Jon Rubinstein Other Team Members Jonathan Ive; Tony Fadell; …

Business Goals & ObjectivesObtain highest profit for Apple’s digital hubProject Goals & ObjectivesCreate a disruptive personal digital device

Solutions/ Deliverables Insanely great portable, digital music player: iPod

Start Date January 2001 End Date October 2001

Customer/ Client Technolo‐gist‐Artist Problems/ Needs/ Require‐ments/ Job‐To‐Be‐Done Existing music players: big/clunky; ugly

Industry/ Sector Music: Personal Digital Devices Scope Worldwide market External Stakeholders Investors Apple

Impacts; Viability;

Competitive Advantage“Blue Ocean” Business Model

AN

Needs

WHAT?

Aspirations

SE

WHY?

Design

HOW?




E


M P


O


CRM


R C

Environ‐ment

(Global)

Cost; PAIN (‐) Low

Revenue; DELIGHT (+) High


Result/Value

Profit (Margin); VALUE High

S

D

Business DNA Model for BUSINESS/INDUSTRY MODEL PROFILE & DISRUPTION (Red Ocean vs. Blue Ocean Value Curves): ……………….………




SUPPLIERS: * Materials: Raw/Inter‐mediate: OEM/Final * Informa‐tion/Content * Energy PARTNERS: * Strategic alliance * Joint venture

TEAM: * CEO * Execu‐tives * Mana‐gers * Opera‐tional staff * Admini‐strative staff ‐ Brand ‐ IP ‐ Culture

TOOLS: * Discrete units * Chain * Platform * Hub * Network * Plant * Building * Facilities * Infra‐structure

GOALS: * Physical * Intellec‐tual * Emo‐tional (Social) * Spiritual PROCESSES:‐ Product‐ion ‐ Hiring ‐ Market‐ing/Sales

* Product * Service ‐ Pricing: fixed; dynamic * Asset sale * Subscription * Usage fee * Licensing * Renting * Lending * Leasing * Advertising * Brokerage * Freemium

CHANNELS: * Offline * Online * Retailer * Whole‐saler * PR * Media * Ads ‐ Auto‐mated ‐ Self‐service ‐ Commu‐nity

* Mass market * High end * Niche * Diversi‐fied * Multi‐sided (Platform) * Co‐creators * Business PROJECTS: Crises/ Problems

INDUSTRY/ MARKET: Competitors/Entrants/ Comple‐ mentors/ Influencers/ Non‐cus‐ tomers/ PESTLIED Trends COMMUNITY INVESTORS

“AS IS”; “TO BE”:

AD N

Aspirations Design Needs

WHY? HOW? WHAT?

SS P R EE OM C


CRM


Environ‐ment

(Global)


Result/Value






PAIN (‐): Cost; Complexity;

Inaccessibility; Time; Risk; Waste

DELIGHT (+): Revenue; Functionality/ Performance; Quality; Brand/Differentiation;

Customization

VALUE: Profit (Margin); Ideality Quotient


Apple’s Business DNA Model for Product Innovation/Marketing/Branding/Presentation of the Classic iPod




OEMs Record Companies iTunes

CEO Mngt Staff Brand/IP “Think Different”

IT Infra‐structure Techno‐logy Buildings

Obtain Higher Profit (Margin) Engage, Acquire & Retain Profitable Customers ‐ Create a Disruptive Personal Digital Device

2001 Insanely Great Digital Music Player: Classic iPod (Features/Price) “A Thousand Songs in Your Pocket” (Product Sale)

Apple Retail Stores; apple.com PR/ Media/ Ads

Segments Technologist‐Artist (High‐end) PROJECTS: Crises/ Problems * Clunky, ugly, and complex digital music players * Inadequate song storage

Competitors/Entrants/ Comple‐ mentors/ Influencers/ Non‐cus‐ tomers/ PESTLIED Trends

“Seamless music experience”

AD N


WHY? HOW? WHAT?

C SS P R EE OM


CRM


Environ‐ment

(Global)


Result/Value






Cost; PAIN (‐) Low

Revenue; DELIGHT (+) High

Profit (Margin); VALUE High


Business DNA Model for PRODUCT INNOVATION/MARKETING/BRANDING/PRESENTATION: ………………………………………………………………




Team

Financial Goals & Objectives Customer Goals & Objectives Product Goals & Objectives Employee Goals & Objectives

Product/ Service Features/Price

Segments PROJECTS: Crises/ Problems


AD N


WHY? HOW? WHAT?

SS P R EE OM C


CRM


Environ‐ment

(Global)


Result/Value






Cost; PAIN (‐)




Business DNA Model for RISK ANALYSIS AND MANAGEMENT – SWOT Analysis: ………………………………………………




BUSINES MODEL RISK ANALYSIS AND MANAGEMENT: SWOT Analysis

Inputs (Materials)

Enterprise/Industry (System/Elements: Agent/Tool/Processing/Output)

Local Environment

Global Environment

Impact (‐/+) Trade‐off

S: Strengths

W: Weaknesses

O: Opportunities

T: Threats

D

Design

HOW?

AN

Aspirations Needs

WHY? WHAT?

SS P R EE OM C


CRM



Environ‐ment

(Global)


Result/Value






Business DNA Model for EXISTING CUSTOMERS/CONSUMERS (“Customer DNA Model”): ………………………………………………………………




Team





AD N


WHY? HOW? WHAT?

SS P R EE OM C


CRM


Environ‐ment

(Global)


Result/Value






Cost; PAIN (‐)




Business DNA Model for NON‐CUSTOMERS/NON‐CONSUMERS (“Customer DNA Model”): ………………………………………………………………




Team





AD N


WHY? HOW? WHAT?

SS P R EE OM C


CRM


Environ‐ment

(Global)


Result/Value






Cost; PAIN (‐)




Business DNA Model for PROBLEMS: ………………………………………………………………………………………………………………………………………..…………




AD N


WHY? HOW? WHAT?

SS P R EE OM C


CRM Problems

Customers/ Consumers/ (“Heroes”) Problems

Environ‐ment

(Global) Problems


Result/Value Problems

Output (Product/ Service) Problems


Problems

Suppliers/ Inputs/ Partners Problems

Employees/ Brand/IP/ Culture Problems

Machinery/ Technology/ Tool/Infra‐structure Problems

Cost; PAIN (‐)




Business DNA Model for PROBLEM‐HYPOTHESES: ………………………………………………




BUSINESS MODEL PROBLEM‐HYPOTHESES (Assumptions)

D

Design

HOW?

AN

Aspirations Needs

WHY? WHAT?

SS P R EE OM C


CRM



Environ‐ment

(Global)


Result/Value





Cost; PAIN (‐)




Business DNA Model for SOLUTION‐HYPOTHESES: ………………………………………………




BUSINESS MODEL SOLUTION‐HYPOTHESES (Assumptions)

D

Design

HOW?

AN

Aspirations Needs

WHY? WHAT?

SS P R EE OM C


CRM



Environ‐ment

(Global)


Result/Value





Cost; PAIN (‐)




Business DNA Model for PERFORMANCE MANAGEMENT – Objectives/Measures/Targets/Initiatives: ………………………………………………




BUSINESS MODEL PERFORMANCE MANAGEMENT AND INTELLIGENCE: Kaplan & Norton’s Balanced Scorecard (BSC) Perspectives/ Strategy Map

Learning & Growth

Perspective

Process Perspective

Customer Perspective

Financial Perspective

D

Design

HOW?

AN

Aspirations Needs

WHY? WHAT?

SS P R EE OM C


CRM



Environ‐ment

(Global)


Result/Value





Cost; PAIN (‐)




Business DNA Model for BUSINESS MODEL INNOVATION STRATEGY: ………………………………………………




BUSINES MODEL INNOVATION STRATEGY: Blue Ocean Strategy/Value Disruption Strategy Project Tasks and Tactics for Business Model Innovation/Designing Dream (Blue) Ocean/Getting More Customers

Eliminate Eliminate Eliminate Eliminate Eliminate Eliminate Eliminate Eliminate ELIMINATE Waste and Obstacles

Reduce Reduce Reduce Reduce Reduce Reduce Reduce Reduce REDUCE Cost, Pain, and Risk

Increase Increase Increase Increase Increase Increase Increase Increase INCREASE Revenue & Simplicity

Create Create Create Create Create Create Create Create CREATE Delight & Differentiatn

BUSINESS MODEL INNOVATION

D

Design

HOW?

AN

Aspirations Needs

WHY? WHAT?

SS P R EE OM C


CRM



Environ‐ment

(Global)


Result/Value






Business DNA Model for PROCESS IMPROVEMENT: ………………………………………………




BUSINESS MODEL PROCESS IMPROVEMENT: Six Sigma Methodology

D: Define

M: Measure

A: Analyze

I: Improve

C: Control

D

Design

HOW?

AN

Aspirations Needs

WHY? WHAT?

SS P R EE OM C


CRM



Environ‐ment

(Global)


Result/Value






Business DNA Model for X‐SPACE/TIME: ……………………………………..……………………………………………………………………………………………..…………




AD N


WHY? HOW? WHAT?

SS P R EE OM C


CRM


Environ‐ment

(Global)


Result/Value






Cost; PAIN (‐)




Business DNA Model for PROJECT INVENTORY: ………………………………………………………………………………………………………………………..…………




AD N


WHY? HOW? WHAT?

SS P R EE OM C


CRM Projects

Customers/ Consumers/ (“Heroes”) Projects

Environ‐ment

(Global) Projects


Result/Value Projects

Output (Product/ Service) Projects


Projects

Suppliers/ Inputs/ Partners Projects

Employees/ Brand/IP/ Culture Projects

Machinery/ Technology/ Tool/Infra‐structure Projects

Cost; PAIN (‐)




Business DNA Model for PORTFOLIO ANALYSIS AND MANAGEMENT: ………………………………………………




BUSINESS MODEL PORTFOLIO ANALYSIS AND MANAGEMENT: Project Mix

D

Design

HOW?

AN

Aspirations Needs

WHY? WHAT?

SS P R EE OM C


CRM


Machinery/ Technology/ Infra‐structure

Environ‐ment

(Global)


Result/Value





Project 1

Project 2

Project 3


Business DNA Model for “UNIVERSAL BRAIN”: ………………………………………………………………………………………………………………………..…………




LEFT BRAIN (Minimize Cost; PAIN)

RIGHT BRAIN (Maximize Rev.; Differentiation; DELIGHT)

TOTAL BRAIN (Maximize VALUE)

“UNIVERSAL BRAIN”

AD N


WHY? HOW? WHAT?

SS P R EE OM C


CRM


Environ‐ment

(Global)


Result/Value







List of Annotated Templates of the Business DNA Model for

BUSINESS MODEL PROJECT MANAGEMENT Semantic (“SEMPORCES”) Dashboards 1. Business Model Project Charter 2. Business Model Profile & Disruption 3. Business Model Product Innovation/Marketing/Branding/Presentation 4. Business Model Risk Analysis and Management 5. Business Model Problems 6. Business Model Problem‐Hypotheses 7. Business Model Solution‐Hypotheses 8. Business Model Performance Management 9. Business Model Innovation Strategy 10. Business Model Process Improvement 11. Business Model Project Inventory 12. Business Model Portfolio Analysis and Management Note You can customize any of the above templates as well as develop new ones for your projects.



LEARN MORE ABOUT




Introductory Book More Advanced Book

“UNDERDOG TO TOP DOG: How Leaders Like Steve Jobs and Apple Create Disruptive Business Models”

By Dr. Rod King

Price: $30

http://goo.gl/6NFFE

“The Business DNA Model for Business Mentors, and Startups: A Dashboard for Simply Organizing and Managing Business Projects”

By Dr. Rod

Investors,

King

Price: $8

Visit Hhttp://goo.gl/6NFFE

Visit

Buy the Only Books on


H


Plan, Organize, Manage, and Present

(Business) Projects

In

Simpler, Better, Leaner, and Faster Ways



“Every Object in the Universe

Is a Knowledge System That Has

The Same Categories as in a Business DNA Model”



The Semantic Dashboard

Or


Can be Considered As

An Infinitely Long “Business Model Scroll”

That Contains

The “DNA (Design; Needs; Aspirations)” of

All Objects in the Universe

& http://businessmodels.ning.com

Copyright 2012. Dr. Rod King. [email protected] & http://twitter.com/RodKuhnKing

“Visually Organize and Manage the World’s Knowledge Systems and Projects” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE


http://goo.gl/6NFFEBuy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit

The Semantic Dashboard

Or


Simulates

A Universal Brain

business model project management -...

Documents