Accordingly, I’ve put “Users” in the center of the canvas. Users – I believe users stand at the center of attention in every project.The detailed elements of the Project Canvas are the 10 boxes in the center: It may be a launch date or it may be a decision by stakeholders to accept the outcome (such as with agile processes). Project End – At the bottom of the Project Canvas is a place to indicate when the project is over.This project seeks to optimize the check-out process to increase conversion.” Here’s an example: “metrics show that conversion rates are slipping, and an analysis of the problem identified that the check-out process is too long for many shoppers. Motivation – Describe the overall intent of the project and what caused the sponsors to decide to initiate the project.Project – Name the project in the grey box in the upper left.Elements of the Project Canvasįirst, there is a group of elements that make up the start and end of the project, located at the top and bottom of the canvas with grey boxes: For the sake of keeping the canvas simple, I’ve not included all project-defining aspects, like “assumptions” and “critical success factors.” Budgeting and resource concerns are also steps that come later and are not included here. In the Project Canvas, I’ve focused on 10 aspects of projects most relevant to design-related projects. To expose relationships between the elements of a business model, Osterwalder developed a canvas to visualize its 9 most-important dimensions. This approach is directly inspired by Alexander Osterwalder’s Business Model Canvas. Like project definitions, business models also have an invisible logic. You can use it freely. Please give me feedback directly in the comments section of this post.įigure 1: The Project Canvas (click to enlarge) Here is a tool to help you get a quick, but broad definition of a project in a single overview. The big picture can fade quickly as work and deadlines pile up. What’s more, a written description of project elements doesn’t expose relationships between them. But long documents – if they get read at all – tend to get lost in the shuffle as the project unfolds. You can’t “see“ project goals or risks, for instance. Part of the problem is that the logic of a project definition is invisible. Likewise, small miscalculations at the beginning of projects can have massive consequences later on. Defining a project in its earliest stages is like hitting a golf ball: if the face of your club is slightly tilted, you’ll end up slicing the ball as it travels down the green.
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