DTU ProjectLab - User contributions [en-gb]

File:Hempel Value proposition canvas.png

2020-02-27T00:41:09Z

Romishk:

Hempel Coating Management

2020-02-21T13:21:26Z

Romishk:

== Introduction ==

As part of Hempel’s newly formed service organisation, a number of development projects of new services
have been planned coupled with several operational upgrades. A foundational service offering is “coating
advisory”. This service includes sending expert coating advisors to oversee surface preparation and
coating application of the products. Initially Hempel acquired two levels of coating advisory, Standard
coating advisory and Premium coating advisory. After collaborating with key customers, a third level
was developed for the marine segment where the company took over the responsibility of planning the
dry docking projects. Dry docking projects are referring to fixed duration re-coatings of vessels, which
takes place every five years according to regulatory requirements. In marine, this new service was called
“Project Management”. Therefore, the scope of this project was to develop a similar third tier service
for the protective segments. By doing so, they offer more than premium coating advisory and they could
provide more value and earn more per hour.

== Tools ==

'''Iron Triangle'''

Iron triangle illustrates the relationship between cost, time and quality (TCQ). When planning a project, the project managers are highly advised to take into consideration these three parameters. TCQ model
is considered to be an useful management tool to show management focus and measure any management success. The project manager has to have the proper knowledge regarding the relations between the constraints of TCQ and the right ones get prioritized in their project.

Application of tool

On the hempen project, time and quality was the two constraints that were prioritized. Such prioritisation helps project team to make quick decisions and focus effort on what is most relevant. Quality is very significant parameter since delivering trusted services and premium coating advisory are mainly
implemented in this project. Time is also a highly influential factor in this case, as this specific concept
had been attempted and failed in the past. Therefore, the Hempel case can be located at the middle of time and quality constraints.

'''Value Proposition Canvas'''
- Romina

As it is shown in Figure there are several reasons for the clients to invest in an advanced coating management service. The proactive nature of the optimized coating service provides to the customers the ability to avoid long-term maintenance costs that are related with accidents, environmental conditions, and other common problems. The accurate inspection that took place before the initiation of any project, also ensures better quality for the final results and reduces asset downtime. So from the customers point of view, it seems like an attractive offer. On the other side, the fact that competitors are providing a standard coating advisory service at the early stages of a project to their clients for free might have negative effects(pain creators) on customers’ preference,because in this case they have to pay extra for this advanced coating management service. However, an important difference is that this service provides full inspection and maintenance coating management for a long period after the completion of a project and that is why it is differentiated from other coating advisory services.

[[File:Hampel Value proposition canvas.png]]

'''Customer segment:''' The focus on the customer segment side is on ''why''; why is there a need for a project initiation?

''Customer job(s):'' The customer job(s) assess what the customer want to do, which actions or tasks does the customer or user want to perform. In the South Sudan case the users have a very basic customer job in the accessibility of clean drinking water.

''Pains:'' The pains tell which negative effects the user is experiencing for status quo. This can be a result of competitors lacking the necessary capabilities to offer a proper product or service. It can also be a result of users not having access to any products or services to fulfil their customer job. The project manager must acknowledge these customer pains, in order to identify the benefits project outcomes need to incorporate. <ref name="Inno"/>

''Gains:'' Unlike pains, gains are not factors which are clear for the user. These are factors that the user is not necessarily expecting of a product or service, but are extra benefits supplied. Gains are not essential for project success, but rather an area where project managers can differentiate their project outcomes. In the South Sudan case the gains delivered came in form of education in hygiene, local training of staff and clean toilet facilities. Instead of only providing clean drinking water, the consulting company provided extra features, which the company differentiate itself in the highly competitive market of consultancy.

'''Value proposition:''' From the customer segment side to the value proposition the focus changes from ''why'' to ''what'' and ''how''; what will the project deliver and how will the project deliverables satisfy customer needs?

''Products & services:'' Outlines the products and services the project outcome is built around.

''Pain relievers:'' Pain relievers are ways of removing the customer/user’s pains. These deliverables are essential for user satisfaction. The pain relievers are not always in form of products and services, but can be features of these deliverables that solves customer/user pain of status quo. Niras conducted construction work to create improved water wells for local communities in need as well as using local companies for maintenance for a sustainable solution.

''Gain Creators:'' The gain creators are deliverables creating the extra gains for the customer/user. In the South Sudan case this was enabled by creating education and training programs, spending extra resources to create the extra value for the users.

'''SWOT Analysis'''
- Ian

Identification is the first step in uncertainty analysis. It is necessary to identify all possible risks and develop risk management by focusing attention where needed. It is also important to specify the objective of the project and identify the internal and external factors that are favourable and unfavourable to achieving that objective.
SWOT tool is appropriate to implement the strengths and weaknesses that arise from within the company, as well as the opportunities and threats from external sources [6].

[[File:SWOT_analysis.png]]

Figure 11: SWOT analysis
Based on the information from the interviews a SWOt analysis was carried out. It seems that the main threat of the case is the competition that Hempel will have to face in the future, by expanding their portfolio into advanced coating management. As the project manager mentioned himself, there are several companies in this area that offer the service of coating management in other large companies and clients for free, and this occasion appears to be a threat. However, through this project Hempel develops more premium coating advisory, including maintenance training and advanced services offered by charge. By another point of view, this differentiation can be identified as an opportunity to increase their profits and strengthen their customer relationships.

'''Risk Assessment'''
- Dimitra

== Conclusion ==

Hempel Coating Management

2020-02-21T13:21:02Z

Romishk:

Hempel Coating Management

2020-02-21T10:52:02Z

Romishk:

== Introduction ==

As part of Hempel’s newly formed service organisation, a number of development projects of new services
have been planned coupled with several operational upgrades. A foundational service offering is “coating
advisory”. This service includes sending expert coating advisors to oversee surface preparation and
coating application of the products. Initially Hempel acquired two levels of coating advisory, Standard
coating advisory and Premium coating advisory. After collaborating with key customers, a third level
was developed for the marine segment where the company took over the responsibility of planning the
dry docking projects. Dry docking projects are referring to fixed duration re-coatings of vessels, which
takes place every five years according to regulatory requirements. In marine, this new service was called
“Project Management”. Therefore, the scope of this project was to develop a similar third tier service
for the protective segments. By doing so, they offer more than premium coating advisory and they could
provide more value and earn more per hour.

== Tools ==

'''Iron Triangle'''

Iron triangle illustrates the relationship between cost, time and quality (TCQ). When planning a project, the project managers are highly advised to take into consideration these three parameters. TCQ model
is considered to be an useful management tool to show management focus and measure any management success. The project manager has to have the proper knowledge regarding the relations between the constraints of TCQ and the right ones get prioritized in their project.

Application of tool

On the hempen project, time and quality was the two constraints that were prioritized. Such prioritisation helps project team to make quick decisions and focus effort on what is most relevant. Quality is very significant parameter since delivering trusted services and premium coating advisory are mainly
implemented in this project. Time is also a highly influential factor in this case, as this specific concept
had been attempted and failed in the past. Therefore, the Hempel case can be located at the middle of time and quality constraints.

'''Value Proposition Canvas'''
- Romina

As it is shown in Figure there are several reasons for the clients to invest in an advanced coating management service. The proactive nature of the optimized coating service provides to the customers the ability to avoid long-term maintenance costs that are related with accidents, environmental conditions, and other common problems. The accurate inspection that took place before the initiation of any project, also ensures better quality for the final results and reduces asset downtime. So from the customers point of view, it seems like an attractive offer. On the other side, the fact that competitors are providing a standard coating advisory service at the early stages of a project to their clients for free might have negative effects(pain creators) on customers’ preference,because in this case they have to pay extra for this advanced coating management service. However, an important difference is that this service provides full inspection and maintenance coating management for a long period after the completion of a project and that is why it is differentiated from other coating advisory services.

[[File:Hampel Value proposition canvas.png]]

'''Customer segment:''' The focus on the customer segment side is on ''why''; why is there a need for a project initiation?

''Customer job(s):'' The customer job(s) assess what the customer want to do, which actions or tasks does the customer or user want to perform. In the South Sudan case the users have a very basic customer job in the accessibility of clean drinking water.

''Pains:'' The pains tell which negative effects the user is experiencing for status quo. This can be a result of competitors lacking the necessary capabilities to offer a proper product or service. It can also be a result of users not having access to any products or services to fulfil their customer job. The project manager must acknowledge these customer pains, in order to identify the benefits project outcomes need to incorporate. <ref name="Inno"/>

''Gains:'' Unlike pains, gains are not factors which are clear for the user. These are factors that the user is not necessarily expecting of a product or service, but are extra benefits supplied. Gains are not essential for project success, but rather an area where project managers can differentiate their project outcomes. In the South Sudan case the gains delivered came in form of education in hygiene, local training of staff and clean toilet facilities. Instead of only providing clean drinking water, the consulting company provided extra features, which the company differentiate itself in the highly competitive market of consultancy.

'''Value proposition:''' From the customer segment side to the value proposition the focus changes from ''why'' to ''what'' and ''how''; what will the project deliver and how will the project deliverables satisfy customer needs?

''Products & services:'' Outlines the products and services the project outcome is built around.

''Pain relievers:'' Pain relievers are ways of removing the customer/user’s pains. These deliverables are essential for user satisfaction. The pain relievers are not always in form of products and services, but can be features of these deliverables that solves customer/user pain of status quo. Niras conducted construction work to create improved water wells for local communities in need as well as using local companies for maintenance for a sustainable solution.

''Gain Creators:'' The gain creators are deliverables creating the extra gains for the customer/user. In the South Sudan case this was enabled by creating education and training programs, spending extra resources to create the extra value for the users.

[[File:Value Proposition Canvas.PNG|thumb|Value Proposition Canvas, adopted from ''Strategyzer.com'' <ref name="Strategy"/>|700px]]

'''SWOT Analysis'''
- Ian

Identification is the first step in uncertainty analysis. It is necessary to identify all possible risks and develop risk management by focusing attention where needed. It is also important to specify the objective of the project and identify the internal and external factors that are favourable and unfavourable to achieving that objective.
SWOT tool is appropriate to implement the strengths and weaknesses that arise from within the company, as well as the opportunities and threats from external sources [6].

[[File:SWOT_analysis.png]]

Figure 11: SWOT analysis
Based on the information from the interviews a SWOt analysis was carried out. It seems that the main threat of the case is the competition that Hempel will have to face in the future, by expanding their portfolio into advanced coating management. As the project manager mentioned himself, there are several companies in this area that offer the service of coating management in other large companies and clients for free, and this occasion appears to be a threat. However, through this project Hempel develops more premium coating advisory, including maintenance training and advanced services offered by charge. By another point of view, this differentiation can be identified as an opportunity to increase their profits and strengthen their customer relationships.

'''Risk Assessment'''
- Dimitra

== Conclusion ==

Hempel Coating Management

2020-02-21T10:48:29Z

Romishk:

== Introduction ==

As part of Hempel’s newly formed service organisation, a number of development projects of new services
have been planned coupled with several operational upgrades. A foundational service offering is “coating
advisory”. This service includes sending expert coating advisors to oversee surface preparation and
coating application of the products. Initially Hempel acquired two levels of coating advisory, Standard
coating advisory and Premium coating advisory. After collaborating with key customers, a third level
was developed for the marine segment where the company took over the responsibility of planning the
dry docking projects. Dry docking projects are referring to fixed duration re-coatings of vessels, which
takes place every five years according to regulatory requirements. In marine, this new service was called
“Project Management”. Therefore, the scope of this project was to develop a similar third tier service
for the protective segments. By doing so, they offer more than premium coating advisory and they could
provide more value and earn more per hour.

== Tools ==

'''Iron Triangle'''

Iron triangle illustrates the relationship between cost, time and quality (TCQ). When planning a project, the project managers are highly advised to take into consideration these three parameters. TCQ model
is considered to be an useful management tool to show management focus and measure any management success. The project manager has to have the proper knowledge regarding the relations between the constraints of TCQ and the right ones get prioritized in their project.

Application of tool

On the hempen project, time and quality was the two constraints that were prioritized. Such prioritisation helps project team to make quick decisions and focus effort on what is most relevant. Quality is very significant parameter since delivering trusted services and premium coating advisory are mainly
implemented in this project. Time is also a highly influential factor in this case, as this specific concept
had been attempted and failed in the past. Therefore, the Hempel case can be located at the middle of time and quality constraints.

'''Value Proposition Canvas'''
- Romina

As it is shown in Figure there are several reasons for the clients to invest in an advanced coating management service. The proactive nature of the optimized coating service provides to the customers the ability to avoid long-term maintenance costs that are related with accidents, environmental conditions, and other common problems. The accurate inspection that took place before the initiation of any project, also ensures better quality for the final results and reduces asset downtime. So from the customers point of view, it seems like an attractive offer. On the other side, the fact that competitors are providing a standard coating advisory service at the early stages of a project to their clients for free might have negative effects(pain creators) on customers’ preference,because in this case they have to pay extra for this advanced coating management service. However, an important difference is that this service provides full inspection and maintenance coating management for a long period after the completion of a project and that is why it is differentiated from other coating advisory services.

[[File:Hampel Value proposition canvas.png]]

'''Customer segment:''' The focus on the customer segment side is on ''why''; why is there a need for a project initiation?

''Customer job(s):'' The customer job(s) assess what the customer want to do, which actions or tasks does the customer or user want to perform. In the South Sudan case the users have a very basic customer job in the accessibility of clean drinking water.

''Pains:'' The pains tell which negative effects the user is experiencing for status quo. This can be a result of competitors lacking the necessary capabilities to offer a proper product or service. It can also be a result of users not having access to any products or services to fulfil their customer job. The project manager must acknowledge these customer pains, in order to identify the benefits project outcomes need to incorporate. <ref name="Inno"/>

''Gains:'' Unlike pains, gains are not factors which are clear for the user. These are factors that the user is not necessarily expecting of a product or service, but are extra benefits supplied. Gains are not essential for project success, but rather an area where project managers can differentiate their project outcomes. In the South Sudan case the gains delivered came in form of education in hygiene, local training of staff and clean toilet facilities. Instead of only providing clean drinking water, the consulting company provided extra features, which the company differentiate itself in the highly competitive market of consultancy.

'''Value proposition:''' From the customer segment side to the value proposition the focus changes from ''why'' to ''what'' and ''how''; what will the project deliver and how will the project deliverables satisfy customer needs?

''Products & services:'' Outlines the products and services the project outcome is built around.

''Pain relievers:'' Pain relievers are ways of removing the customer/user’s pains. These deliverables are essential for user satisfaction. The pain relievers are not always in form of products and services, but can be features of these deliverables that solves customer/user pain of status quo. Niras conducted construction work to create improved water wells for local communities in need as well as using local companies for maintenance for a sustainable solution.

''Gain Creators:'' The gain creators are deliverables creating the extra gains for the customer/user. In the South Sudan case this was enabled by creating education and training programs, spending extra resources to create the extra value for the users.

[[File:Value Proposition Canvas.PNG|thumb|Value Proposition Canvas, adopted from ''Strategyzer.com'' <ref name="Strategy"/>|700px]]

'''SWOT Analysis'''
- Ian

Identification is the first step in uncertainty analysis. It is necessary to identify all possible risks and develop risk management by focusing attention where needed. It is also important to specify the objective of the project and identify the internal and external factors that are favourable and unfavourable to achieving that objective.
SWOT tool is appropriate to implement the strengths and weaknesses that arise from within the company, as well as the opportunities and threats from external sources [6].

[[File:SWOT_analysis.png]]

Figure 11: SWOT analysis
Based on the information from the interviews a SWOt analysis was carried out. It seems that the main threat of the case is the competition that Hempel will have to face in the future, by expanding their portfolio into advanced coating management. As the project manager mentioned himself, there are several companies in this area that offer the service of coating management in other large companies and clients for free, and this occasion appears to be a threat. However, through this project Hempel develops more premium coating advisory, including maintenance training and advanced services offered by charge. By another point of view, this differentiation can be identified as an opportunity to increase their profits and strengthen their customer relationships.

'''Risk Assessment'''
- Dimitra

== Conclusion ==

Hempel Coating Management

2020-02-21T10:47:42Z

Romishk:

== Introduction ==

As part of Hempel’s newly formed service organisation, a number of development projects of new services
have been planned coupled with several operational upgrades. A foundational service offering is “coating
advisory”. This service includes sending expert coating advisors to oversee surface preparation and
coating application of the products. Initially Hempel acquired two levels of coating advisory, Standard
coating advisory and Premium coating advisory. After collaborating with key customers, a third level
was developed for the marine segment where the company took over the responsibility of planning the
dry docking projects. Dry docking projects are referring to fixed duration re-coatings of vessels, which
takes place every five years according to regulatory requirements. In marine, this new service was called
“Project Management”. Therefore, the scope of this project was to develop a similar third tier service
for the protective segments. By doing so, they offer more than premium coating advisory and they could
provide more value and earn more per hour.

== Tools ==

'''Iron Triangle'''

Iron triangle illustrates the relationship between cost, time and quality (TCQ). When planning a project, the project managers are highly advised to take into consideration these three parameters. TCQ model
is considered to be an useful management tool to show management focus and measure any management success. The project manager has to have the proper knowledge regarding the relations between the constraints of TCQ and the right ones get prioritized in their project.

Application of tool

On the hempen project, time and quality was the two constraints that were prioritized. Such prioritisation helps project team to make quick decisions and focus effort on what is most relevant. Quality is very significant parameter since delivering trusted services and premium coating advisory are mainly
implemented in this project. Time is also a highly influential factor in this case, as this specific concept
had been attempted and failed in the past. Therefore, the Hempel case can be located at the middle of time and quality constraints.

'''Value Proposition Canvas'''
- Romina

As it is shown in Figure there are several reasons for the clients to invest in an advanced coating management service. The proactive nature of the optimized coating service provides to the customers the ability to avoid long-term maintenance costs that are related with accidents, environmental conditions, and other common problems. The accurate inspection that took place before the initiation of any project, also ensures better quality for the final results and reduces asset downtime. So from the customers point of view, it seems like an attractive offer. On the other side, the fact that competitors are providing a standard coating advisory service at the early stages of a project to their clients for free might have negative effects(pain creators) on customers’ preference,because in this case they have to pay extra for this advanced coating management service. However, an important difference is that this service provides full inspection and maintenance coating management for a long period after the completion of a project and that is why it is differentiated from other coating advisory services.

[[File:Hampel Value proposition canvas.png]]

'''Customer segment:''' The focus on the customer segment side is on ''why''; why is there a need for a project initiation?

''Customer job(s):'' The customer job(s) assess what the customer want to do, which actions or tasks does the customer or user want to perform. In the South Sudan case the users have a very basic customer job in the accessibility of clean drinking water.

''Pains:'' The pains tell which negative effects the user is experiencing for status quo. This can be a result of competitors lacking the necessary capabilities to offer a proper product or service. It can also be a result of users not having access to any products or services to fulfil their customer job. The project manager must acknowledge these customer pains, in order to identify the benefits project outcomes need to incorporate. <ref name="Inno"/>

''Gains:'' Unlike pains, gains are not factors which are clear for the user. These are factors that the user is not necessarily expecting of a product or service, but are extra benefits supplied. Gains are not essential for project success, but rather an area where project managers can differentiate their project outcomes. In the South Sudan case the gains delivered came in form of education in hygiene, local training of staff and clean toilet facilities. Instead of only providing clean drinking water, the consulting company provided extra features, which the company differentiate itself in the highly competitive market of consultancy.

'''Value proposition:''' From the customer segment side to the value proposition the focus changes from ''why'' to ''what'' and ''how''; what will the project deliver and how will the project deliverables satisfy customer needs?

''Products & services:'' Outlines the products and services the project outcome is built around.

''Pain relievers:'' Pain relievers are ways of removing the customer/user’s pains. These deliverables are essential for user satisfaction. The pain relievers are not always in form of products and services, but can be features of these deliverables that solves customer/user pain of status quo. Niras conducted construction work to create improved water wells for local communities in need as well as using local companies for maintenance for a sustainable solution.

''Gain Creators:'' The gain creators are deliverables creating the extra gains for the customer/user. In the South Sudan case this was enabled by creating education and training programs, spending extra resources to create the extra value for the users.

[[File:Value Proposition Canvas.PNG|thumb|Value Proposition Canvas, adopted from ''Strategyzer.com'' <ref name="Strategy"/>|700px]]

'''SWOT Analysis'''
- Ian

Identification is the first step in uncertainty analysis. It is necessary to identify all possible risks and develop risk management by focusing attention where needed. It is also important to specify the objective of the project and identify the internal and external factors that are favourable and unfavourable to achieving that objective.
SWOT tool is appropriate to implement the strengths and weaknesses that arise from within the company, as well as the opportunities and threats from external sources [6].

[[File:SWOT_analysis.png]]

Figure 11: SWOT analysis
Based on the information from the interviews a SWOt analysis was carried out. It seems that the main threat of the case is the competition that Hempel will have to face in the future, by expanding their portfolio into advanced coating management. As the project manager mentioned himself, there are several companies in this area that offer the service of coating management in other large companies and clients for free, and this occasion appears to be a threat. However, through this project Hempel develops more premium coating advisory, including maintenance training and advanced services offered by charge. By another point of view, this differentiation can be identified as an opportunity to increase their profits and strengthen their customer relationships.

'''Risk Assessment'''
- Dimitra

== Conclusion ==

Hempel Coating Management

2020-02-21T10:47:23Z

Romishk:

== Introduction ==

As part of Hempel’s newly formed service organisation, a number of development projects of new services
have been planned coupled with several operational upgrades. A foundational service offering is “coating
advisory”. This service includes sending expert coating advisors to oversee surface preparation and
coating application of the products. Initially Hempel acquired two levels of coating advisory, Standard
coating advisory and Premium coating advisory. After collaborating with key customers, a third level
was developed for the marine segment where the company took over the responsibility of planning the
dry docking projects. Dry docking projects are referring to fixed duration re-coatings of vessels, which
takes place every five years according to regulatory requirements. In marine, this new service was called
“Project Management”. Therefore, the scope of this project was to develop a similar third tier service
for the protective segments. By doing so, they offer more than premium coating advisory and they could
provide more value and earn more per hour.

== Tools ==

'''Iron Triangle'''

Iron triangle illustrates the relationship between cost, time and quality (TCQ). When planning a project, the project managers are highly advised to take into consideration these three parameters. TCQ model
is considered to be an useful management tool to show management focus and measure any management success. The project manager has to have the proper knowledge regarding the relations between the constraints of TCQ and the right ones get prioritized in their project.

Application of tool

On the hempen project, time and quality was the two constraints that were prioritized. Such prioritisation helps project team to make quick decisions and focus effort on what is most relevant. Quality is very significant parameter since delivering trusted services and premium coating advisory are mainly
implemented in this project. Time is also a highly influential factor in this case, as this specific concept
had been attempted and failed in the past. Therefore, the Hempel case can be located at the middle of time and quality constraints.

'''Value Proposition Canvas'''
- Romina

As it is shown in Figure there are several reasons for the clients to invest in an advanced coating management service. The proactive nature of the optimized coating service provides to the customers the ability to avoid long-term maintenance costs that are related with accidents, environmental conditions, and other common problems. The accurate inspection that took place before the initiation of any project, also ensures better quality for the final results and reduces asset downtime. So from the customers point of view, it seems like an attractive offer. On the other side, the fact that competitors are providing a standard coating advisory service at the early stages of a project to their clients for free might have negative effects(pain creators) on customers’ preference,because in this case they have to pay extra for this advanced coating management service. However, an important difference is that this service provides full inspection and maintenance coating management for a long period after the completion of a project and that is why it is differentiated from other coating advisory services.

[[File:Hampel Value proposition canvas.png]]

'''Customer segment:''' The focus on the customer segment side is on ''why''; why is there a need for a project initiation?

''Customer job(s):'' The customer job(s) assess what the customer want to do, which actions or tasks does the customer or user want to perform. In the South Sudan case the users have a very basic customer job in the accessibility of clean drinking water.

''Pains:'' The pains tell which negative effects the user is experiencing for status quo. This can be a result of competitors lacking the necessary capabilities to offer a proper product or service. It can also be a result of users not having access to any products or services to fulfil their customer job. The project manager must acknowledge these customer pains, in order to identify the benefits project outcomes need to incorporate. <ref name="Inno"/>

''Gains:'' Unlike pains, gains are not factors which are clear for the user. These are factors that the user is not necessarily expecting of a product or service, but are extra benefits supplied. Gains are not essential for project success, but rather an area where project managers can differentiate their project outcomes. In the South Sudan case the gains delivered came in form of education in hygiene, local training of staff and clean toilet facilities. Instead of only providing clean drinking water, the consulting company provided extra features, which the company differentiate itself in the highly competitive market of consultancy.

'''Value proposition:''' From the customer segment side to the value proposition the focus changes from ''why'' to ''what'' and ''how''; what will the project deliver and how will the project deliverables satisfy customer needs?

''Products & services:'' Outlines the products and services the project outcome is built around.

''Pain relievers:'' Pain relievers are ways of removing the customer/user’s pains. These deliverables are essential for user satisfaction. The pain relievers are not always in form of products and services, but can be features of these deliverables that solves customer/user pain of status quo. Niras conducted construction work to create improved water wells for local communities in need as well as using local companies for maintenance for a sustainable solution.

''Gain Creators:'' The gain creators are deliverables creating the extra gains for the customer/user. In the South Sudan case this was enabled by creating education and training programs, spending extra resources to create the extra value for the users.

[[File:Value Proposition Canvas.PNG|thumb|Value Proposition Canvas, adopted from ''Strategyzer.com'' <ref name="Strategy"/>|700px]]

'''SWOT Analysis'''
- Ian

Identification is the first step in uncertainty analysis. It is necessary to identify all possible risks and develop risk management by focusing attention where needed. It is also important to specify the objective of the project and identify the internal and external factors that are favourable and unfavourable to achieving that objective.
SWOT tool is appropriate to implement the strengths and weaknesses that arise from within the company, as well as the opportunities and threats from external sources [6].

[[File:SWOT_analysis.png]]

Figure 11: SWOT analysis
Based on the information from the interviews a SWOt analysis was carried out. It seems that the main threat of the case is the competition that Hempel will have to face in the future, by expanding their portfolio into advanced coating management. As the project manager mentioned himself, there are several companies in this area that offer the service of coating management in other large companies and clients for free, and this occasion appears to be a threat. However, through this project Hempel develops more premium coating advisory, including maintenance training and advanced services offered by charge. By another point of view, this differentiation can be identified as an opportunity to increase their profits and strengthen their customer relationships.

'''Risk Assessment'''
- Dimitra

== Conclusion ==

Hempel Coating Management

2020-02-21T10:45:26Z

Romishk:

== Introduction ==

As part of Hempel’s newly formed service organisation, a number of development projects of new services
have been planned coupled with several operational upgrades. A foundational service offering is “coating
advisory”. This service includes sending expert coating advisors to oversee surface preparation and
coating application of the products. Initially Hempel acquired two levels of coating advisory, Standard
coating advisory and Premium coating advisory. After collaborating with key customers, a third level
was developed for the marine segment where the company took over the responsibility of planning the
dry docking projects. Dry docking projects are referring to fixed duration re-coatings of vessels, which
takes place every five years according to regulatory requirements. In marine, this new service was called
“Project Management”. Therefore, the scope of this project was to develop a similar third tier service
for the protective segments. By doing so, they offer more than premium coating advisory and they could
provide more value and earn more per hour.

== Tools ==

'''Iron Triangle'''

Iron triangle illustrates the relationship between cost, time and quality (TCQ). When planning a project, the project managers are highly advised to take into consideration these three parameters. TCQ model
is considered to be an useful management tool to show management focus and measure any management success. The project manager has to have the proper knowledge regarding the relations between the constraints of TCQ and the right ones get prioritized in their project.

Application of tool

On the hempen project, time and quality was the two constraints that were prioritized. Such prioritisation helps project team to make quick decisions and focus effort on what is most relevant. Quality is very significant parameter since delivering trusted services and premium coating advisory are mainly
implemented in this project. Time is also a highly influential factor in this case, as this specific concept
had been attempted and failed in the past. Therefore, the Hempel case can be located at the middle of time and quality constraints.

'''Value Proposition Canvas'''
- Romina

As it is shown in Figure there are several reasons for the clients to invest in an advanced coating management service. The proactive nature of the optimized coating service provides to the customers the ability to avoid long-term maintenance costs that are related with accidents, environmental conditions, and other common problems. The accurate inspection that took place before the initiation of any project, also ensures better quality for the final results and reduces asset downtime. So from the customers point of view, it seems like an attractive offer. On the other side, the fact that competitors are providing a standard coating advisory service at the early stages of a project to their clients for free might have negative effects(pain creators) on customers’ preference,because in this case they have to pay extra for this advanced coating management service. However, an important difference is that this service provides full inspection and maintenance coating management for a long period after the completion of a project and that is why it is differentiated from other coating advisory services.

[[File:Hampel Value proposition canvas.png]]

[[File:Value Proposition Canvas.PNG|thumb|Value Proposition Canvas, adopted from ''Strategyzer.com'' <ref name="Strategy"/>|700px]]

'''Customer segment:''' The focus on the customer segment side is on ''why''; why is there a need for a project initiation?

''Customer job(s):'' The customer job(s) assess what the customer want to do, which actions or tasks does the customer or user want to perform. In the South Sudan case the users have a very basic customer job in the accessibility of clean drinking water.

''Pains:'' The pains tell which negative effects the user is experiencing for status quo. This can be a result of competitors lacking the necessary capabilities to offer a proper product or service. It can also be a result of users not having access to any products or services to fulfil their customer job. The project manager must acknowledge these customer pains, in order to identify the benefits project outcomes need to incorporate. <ref name="Inno"/>

''Gains:'' Unlike pains, gains are not factors which are clear for the user. These are factors that the user is not necessarily expecting of a product or service, but are extra benefits supplied. Gains are not essential for project success, but rather an area where project managers can differentiate their project outcomes. In the South Sudan case the gains delivered came in form of education in hygiene, local training of staff and clean toilet facilities. Instead of only providing clean drinking water, the consulting company provided extra features, which the company differentiate itself in the highly competitive market of consultancy.

'''Value proposition:''' From the customer segment side to the value proposition the focus changes from ''why'' to ''what'' and ''how''; what will the project deliver and how will the project deliverables satisfy customer needs?

''Products & services:'' Outlines the products and services the project outcome is built around.

''Pain relievers:'' Pain relievers are ways of removing the customer/user’s pains. These deliverables are essential for user satisfaction. The pain relievers are not always in form of products and services, but can be features of these deliverables that solves customer/user pain of status quo. Niras conducted construction work to create improved water wells for local communities in need as well as using local companies for maintenance for a sustainable solution.

''Gain Creators:'' The gain creators are deliverables creating the extra gains for the customer/user. In the South Sudan case this was enabled by creating education and training programs, spending extra resources to create the extra value for the users.

'''SWOT Analysis'''
- Ian

Identification is the first step in uncertainty analysis. It is necessary to identify all possible risks and develop risk management by focusing attention where needed. It is also important to specify the objective of the project and identify the internal and external factors that are favourable and unfavourable to achieving that objective.
SWOT tool is appropriate to implement the strengths and weaknesses that arise from within the company, as well as the opportunities and threats from external sources [6].

[[File:SWOT_analysis.png]]

Figure 11: SWOT analysis
Based on the information from the interviews a SWOt analysis was carried out. It seems that the main threat of the case is the competition that Hempel will have to face in the future, by expanding their portfolio into advanced coating management. As the project manager mentioned himself, there are several companies in this area that offer the service of coating management in other large companies and clients for free, and this occasion appears to be a threat. However, through this project Hempel develops more premium coating advisory, including maintenance training and advanced services offered by charge. By another point of view, this differentiation can be identified as an opportunity to increase their profits and strengthen their customer relationships.

'''Risk Assessment'''
- Dimitra

== Conclusion ==

Hempel Coating Management

2020-02-21T10:20:40Z

Romishk:

Hempel Coating Management

2020-02-21T10:20:11Z

Romishk:

Hempel Coating Management

2020-02-21T10:19:45Z

Romishk:

File:Hampel Value proposition canvas.png

2020-02-21T10:16:45Z

Romishk:

Hempel Coating Management

2020-02-21T10:10:22Z

Romishk:

Hempel Coating Management

2020-02-21T10:09:07Z

Romishk:

Hempel Coating Management

2020-02-21T10:05:41Z

Romishk:

Hempel Coating Management

2020-02-21T10:02:31Z

Romishk:

Hempel Coating Management

2020-02-21T10:00:49Z

Romishk:

Hempel Coating Management

2020-02-21T10:00:06Z

Romishk:

Articles Spring Term 2020

2020-02-11T08:57:09Z

Romishk: /* Overview of 2020 Wiki articles */

=Overview of 2020 Wiki articles=

{| class="wikitable sortable"
|+Spring Term 2020 Wiki Articles
|Group name
|First name
|Surname
|Student number
|[[Article name]]
|-
|-
|XX
|Mie
|Anker
|s143895
|[[Example APPPM 2020]]
|-
|-
|-
|-
|XX
|Furkan
|Simsek
|s182730
|[[Example APPPM 2020]]
|-
|-
|XX
|Thorsten
|Eberlin
|s192921
|[[Example APPPM 2020]]
|-
|-
|XX
|Atilla
|Akpinar
|s190053
|[[Example APPPM 2020]]
|-
|-
|Avengineers
|Thomas
|Schosser
|s192402
|[[Example APPPM 2020]]
|-
|-
|XX
|Nikolaos
|Anevlavis
|s192330
|[[Example APPPM 2020]]
|-
|-
|XX
|Ioanna
|Tsiligianni
|s192708
|[[Portfolio Project20]]
|-
|-
|Phekla
|Eleni
|Batsiou
|s190018
|[[APPPM S2020]]
|-
|-
|Scandies
|Sveinbjörg Sara
|Baldursdottir
|s192717
|[[PPP 2020]]
|-
|-
|Scandies
|Hanna M. S.
|Barosen
|s192687
|[[APPPM 2020]]
|-
|-
|Team Femern
|James
|Osborn
|s196647
|[[TBC Article Title]]
|-
|-
|TeamZymes
|Erik Arvid
|Hosszu
|s200154
|[[Toolkit APPPM 2020]]
|-
|-
|TeamZymes
|Jacob
|Clemmensen
|s144069
|[[Example APPPM 2020]]
|-
|TeamZymes
|Björgvin
|Hjartarson
|s154659
|[[stuff n´things]]
|-
|-
|XX
|Alexandros
|Apostolidis
|s182323
|[[Portfolio Project202]]
|-
|-
|XX
|Breno
|Strüssmann
|s193580
|[[Example APPM 2020 Breno]]
|-
|NovoCon
|Casper
|Scheel
|s193273
|[[ExampleAPPM2020]]
|-
|XX
|Line
|Tellefsen
|s200449
|[[APPPM 2020 Line]]
|-
|XX
|Simay
|Arpaci
|s153594
|[[Example APPPM 2020]]
|-
|XX
|Kristín Júlía
|Ásgeirsdóttir
|s192303
|[[Example APPPM 2020]]
|-
|XX
|Inés
|Martinez Garcia
|s192924
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Casper
|Andersen
|s164279
|[[Construction of the new Strostroem Bridge]]
|-
|Under the Bridge
|Johan
|Knudsen
|s164316
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Jonathan
|Schouenborg
|s162692
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Sebastian
|Lind
|s164299
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Kristoffer
|Ipsen
|s164293
|[[Example APPPM 2020]]
|-
|Under the Bridge
|Narwan
|Noori
|s164019
|[[Example APPPM 2020]]
|-
|XX
|Aldis Anna
|Ingthorsdottir
|s193152
|[[PPPMtoolbox]]
|-
|XX
|Kristín Lív Svabo
|Jónsdóttir
|s193708
|[[PPP Refrence 2020]]
|-
|XX
|Ivalu Birna
|Falck-Petersen
|s192295
|[[WikiPPP]]
|-
|Scandies
|Dardan
|Badivuku
|s193550
|[[aepppm 2020]]
|-
|-
|Scandies
|Rebekka Rut
|Petersen
|s192300
|[[ProjectXXX]]
|-
|-
|NovoCon
|Andy Mattulat
|Filipovic
|s153501
|[[Agile portfolio]]
|-
|-
|NovoCon
|Magnus Thor
|Gunnarsson
|s193154
|[[Article Magnus]]
|-
|-
|NovoCon
|Lucas
|Gunnersen
|s161812
|[[Example APPM 2020 161812]]
|-
|-
|Cake
|Frederik Fynbo
|Carlsson
|s153436
|[[Continuous reporting for portfolios]]
|-
|-
|Femern
|Ali Adnan
|Obeidi
|s154207
|[[AE3XPM]]
|-
|-
|The Minions
|Signe Ebsen
|Olling
|s154194
|[[APPPM 2020S]]
|-
|-
|Mediterranean Mafia (MM)
|Hector Manuel
|Fernandez Mortera
|s192414
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|Mediterranean Mafia (MM)
|Alicia
|Belda Leandro
|s192740
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|Mediterranean Mafia (MM)
|Jesus
|Blazquez Mulas
|s192781
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|Mediterranean Mafia (MM)
|Georgios
|Bekakos
|s193104
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|Mediterranean Mafia (MM)
|Maria
|Maniati
|s192903
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|Mediterranean Mafia (MM)
|Christos
|Natsikas
|s192758
|[[Ways of maintaining Ikea standards in stores worldwide]]
|-
|-
|The Minions
|Janak
|Raja
|s192757
|[[Example APPPM2020]]
|-
|-
|Cake
|Niklas
|Andersen
|s153946
|[[Toolkit for APPPM F20]]
|-
|-
|POYBER
|Ayla
|Patat
|s145135
|[[ExampleAYLA]]
|-
|-
|POYBER
|Tanja
|Birkholm
|s145643
|[[ExampleAYLA]]
|-
|-
|POYBER
|Mette
|Rozario
|s195705
|[[ExampleMette]]
|-
|-
|POYBER
|Nicklas Yeo
|Petersen
|s112897
|[[ExampleNicklas]]
-
|-
|POYBER
|Lisa
|Emanuelsson
|s191930
|[[ExampleLISA]]
|-
|-
|The Minions
|Samarth Shivanand
|Karseri
|s192743
|[[Example Samarth]]
|-
|-
|The Minions
|Kathrine
|Butler
|s153360
|[[Project KBB 2020]]
|-
|-
|The Minions
|Amalie
|Hammershøy
|s152985
|[[Project 2020 APH]]
|-
|-
|The Minions
|Arsalan
|Aman
|s190218
|[[A3PM 2K20]]
|-
|-
|POYBER
|Nadia
|Oumaza
|s140197
|[[APPPM Nadia]]
|-
|-
|XX
|Luis
|John
|s196612
|[[LJ Wiki Example 2020]]
|-
|-
|Southerns
|Alexandra
|Koumara
|s192625
|[[Stakeholder Portfolio]]
|-
|-
|Cake
|Jannik
|Ungermand Bichel
|s145074
|[[Example APPPM 2020]]
|-
|-
|XX
|Dimitra
|Mavroudi
|s192333
|[[Portfolio Project2020]]
|-
|-
|PPP north
|Arna
|Gudlaugsdottir
|s193090
|[[Wikipage123]]
|-
|-
|DS Solution
|Alexander
|Heiede
|s144603
|[[APPM2020APPM]]
|-
|-
|XX
|Emilie
|Riberholt Henriksen
|s200450
|[[APPPM 2020 Emilie]]
|-
|-
|NovoSix
|Johannes
|Kreimer
|s200159
|[[Example APPPM 2020]]
|-
|-
|NovoSix
|Ida
|Vejrup Holtsmark
|s161721
|[[Example APPPM 2020]]
|-
|-
|cake
|Line
|Werngreen-Nielsen
|s164336
|[[APPPM 2020 - LWN]]
|-
|-

|cake
|Anna
|Gallaus Jacobsen
|s164286
|[[APPPM 2020 - AGJ]]
|-
|-

|cake
|Anne
|Arendt Louring
|s153877
|[[Resources for APPPM 2020]]
|-
|-
|XX
|Ian
|Ikeda
|s192357
|[[Project resources APPPM 2020]]
|-
|-

|XX
|Romina
|Shkurtaj
|s192639
|[[Project resources APPPM 2020]]
|-
|-