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- Herausgeber: Books on Demand
- Kategorie: Fachliteratur
- Sprache: Englisch
Iterative Business Model Canvas Development - from vision to product backlog Agile development of products and business models Using the Business Model Canvas is a highly successful way to create a common understanding of the product vision to be realized and thus support communication with both stakeholders and developers. Regardless of whether the method is used in the context of Scrum, Kanban, DSDM or any other method, or whether it is applied by a project manager in classic "waterfall" project management, the joint development of a Business Model Canvas (BMC) provides a basis for optimizing the most important success factor of any project at all - communication between the participants. In his publication "Iterative Business Model Canvas Development - From Vision to Product Backlog" the author and experienced consultant presents the method used as well as additional tools and processes for its optimal implementation. The focus is on practical relevance and applicability.
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Seitenzahl: 30
Veröffentlichungsjahr: 2020
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Table of Contents
Foreword
The Model
The nine tools
Customers
Customer relations
Sales & communication channels
Value proposition
Key activities
Key Resources
Key partner
Costs
Income sources
The Model
The process
Develop
Develop hypotheses
Testing
The iterative loop
Kill your Company method
Persona Technology
Development of personas
From vision to product backlog
Agile Product Development - Standard
The challenge
Business Model Canvas as a goal-oriented intermediate step
Literature list
Foreword
A few years ago, I got to know an IT company during a consulting project, which developed the industry software for its shareholders. It was a handful of companies, all in the same industry, which had equal shares in the company. I was called in because the further development was incredibly difficult. I quickly realized that there was a stalemate in the organization: a product owner who was not really authorized, and shareholders who all agreed that a new version of the industry solution was needed, but otherwise could agree on almost nothing. As a result, for several years - instead of developing a new solution - a very experienced team of developers was occupied with solving any maintenance tasks.
I realized relatively quickly that the shareholders - to use agile wording to illustrate this - had a common vision: new industry software, but that there was no agreement beyond that and therefore no agreement could be found with regard to requirements and their evaluation. In short, we found that there was no real common vision because everyone had a completely different understanding of "new industry software".
On that occasion I remembered an approach I had used in other projects and we - the product owner, the various stakeholders and me - sat down together and concretized the vision with a Business Model Canvas as an intermediate step to ensure that we found a common picture and understanding of the solution on which to build. As the discussions on the topic had been going on for several years, the process was not easy, but after a few joint workshops, the stakeholders agreed on a common canvas, a common business and solution model, and joint action in case of future disagreements - and finally the solution development towards a common goal that was supported and understood by all could begin.
The Model
Business Model Canvas was developed in 2005 by Alexander Osterwalder.
“Business Model Canvas is a strategic management and lean startup template for developing new or documenting existing business models. It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances. It assists firms in aligning their activities by illustrating potential trade-offs.
The nine "building blocks" of the business model design template that came to be called the Business Model Canvas were initially proposed in 2005 by Alexander Osterwalder, based on his earlier work on business model ontology. Since the release of Osterwalder's work around 2008, new canvases for specific niches have appeared.1”
One could also understand Business Model Canvas as a business plan compressed into one page, which is designed to promote communication between a team/group in development.
In many cases, business plans are designed by individual experts - or people who think they are - as part of more or less extensive
