Value Canvas in Projects - Revision history

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Annotated bibliography

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	*'''A guide to the project management body of knowledge. (2017). Newtown Square, Pennsylvania, USA: Project Management Institute.'''		*'''A guide to the project management body of knowledge. (2017). Newtown Square, Pennsylvania, USA: Project Management Institute.'''
	This book provides an excellent inside about all relevant topics concerning project management. Part 1 Chapter 1 describes project management with a general point of view. Furthermore, in Part 2, Chapter 2 describes the initiating process where the Value Canvas could be implemented.		This book provides an excellent inside about all relevant topics concerning project management. Part 1, Chapter 1 describes project management with a general point of view. Furthermore, Part 2, Chapter 2 describes the initiating process where the Value Canvas could be implemented.

	*'''Kyhnau, J. and Nielsen, C. (2015). Value Proposition Design How to create products and services customers want. Journal of Business Models, 3(1), pp.81-92.'''		*'''Kyhnau, J. and Nielsen, C. (2015). Value Proposition Design How to create products and services customers want. Journal of Business Models, 3(1), pp.81-92.'''

Sebastian: /* Limitations */

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Limitations

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	Another common mistakes many companies do is mixing different customer maps into one common profile. Project manager will struggle to identify which customer’s jobs, pains and gains are evaluated. Furthermore, it is even more difficult to evaluate the jobs, pains and gains with the highest priority out of one huge customer profile. Mixing the customer maps prevents the project teams from designing a compelling value proposition. Instead of mixing the customer profiles, the project team should rather work through one customer map at a time. Instead of one value map to serve all the customer profiles, there should be various different value propositions for each customer profile creating a perfect fit.<ref name="(Garner, 2015)">Garner, B. (2015). 5 Common Mistakes to Avoid When Using the Value Proposition Canvas. [online] Strategyzer. Available at: https://blog.strategyzer.com/posts/2015/2/19/5-common-mistakes-to-avoid-when-using-the-value-proposition-canvas [Accessed 3 Mar. 2019].</ref>		Another common mistakes many companies do is mixing different customer maps into one common profile. Project manager will struggle to identify which customer’s jobs, pains and gains are evaluated. Furthermore, it is even more difficult to evaluate the jobs, pains and gains with the highest priority out of one huge customer profile. Mixing the customer maps prevents the project teams from designing a compelling value proposition. Instead of mixing the customer profiles, the project team should rather work through one customer map at a time. Instead of one value map to serve all the customer profiles, there should be various different value propositions for each customer profile creating a perfect fit.<ref name="(Garner, 2015)">Garner, B. (2015). 5 Common Mistakes to Avoid When Using the Value Proposition Canvas. [online] Strategyzer. Available at: https://blog.strategyzer.com/posts/2015/2/19/5-common-mistakes-to-avoid-when-using-the-value-proposition-canvas [Accessed 3 Mar. 2019].</ref>
	One occurring challenge for companies when working with the Value Canvas could be that their employees cannot block out the already existing ideas, products, services or technologies. Once the project team members start to complete the customer profile, they only list the jobs, pains and gains that their value map can already solve. Therefore, employees fail to identify what customers really need. To overcome this obstacle, employees are advised to put themselves in the position of the customer. Once they can block out the existing offered value map, and manage to think beyond these specific jobs, pains and gains, they manage to pin point what actually motivates and drives their customers.<ref name="(Garner, 2015)"></ref>		One occurring challenge for companies when working with the Value Canvas could be that their employees cannot block out the already existing ideas, products, services or technologies. Once the project team members start to complete the customer profile, they only list the jobs, pains and gains that their value map can already solve. Therefore, employees fail to identify what customers really need. To overcome this obstacle, employees are advised to put themselves in the position of the customer. Once they can block out the existing offered value map, and manage to think beyond these specific jobs, pains and gains, they manage to pin point what actually motivates and drives their customers.<ref name="(Garner, 2015)"></ref>
	When identifying customer’s jobs, project team members tend to label all of them as functional jobs. Although these are obviously the most visible ones, social and emotional jobs are also driving customers. Project managers should pay special attention to elaborate the “minority” of customer’s jobs. The related pains and gains have often a stronger impact on the customer’s behaviour and therefore special attention is required..<ref name="(Garner, 2015)"></ref>		When identifying customer’s jobs, project team members tend to label all of them as functional jobs. Although these are obviously the most visible ones, social and emotional jobs are also driving customers. Project managers should pay special attention to elaborate the “minority” of customer’s jobs. The related pains and gains have often a stronger impact on the customer’s behaviour and therefore special attention is required.<ref name="(Garner, 2015)"></ref>
	Last but not least, project managers should be aware of the fact that it is almost impossible to link every single customer job, pain and gain to the offered products and services, pain relivers and gain creators. To save time and resources, project manager should focus on linking the highly prioritised factors to the Value Map, otherwise organisations will leave their customers unsatisfied. Organisations and project managers need to realise that trade-offs are essential. Once these prioritised factors are identified and addressed, the project team will perform better.<ref name="(Garner, 2015)"></ref>		Last but not least, project managers should be aware of the fact that it is almost impossible to link every single customer job, pain and gain to the offered products and services, pain relivers and gain creators. To save time and resources, project manager should focus on linking the highly prioritised factors to the Value Map, otherwise organisations will leave their customers unsatisfied. Organisations and project managers need to realise that trade-offs are essential. Once these prioritised factors are identified and addressed, the project team will perform better.<ref name="(Garner, 2015)"></ref>

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The Value Canvas Process

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	=The Value Canvas Process=		=The Value Canvas Process=
	One of the main tasks of each company and hence, their project leaders, is to design and develop products and services to facilitate their customers’ lives. However, 72 percent of newly developed products fail. That means, customers do not care about 7 out of 10 products introduced to the market.<ref name="Strategyzer, (2017, March 7). Strategyzer's Value Proposition Canvas Explained"></ref> Global players such as Nintendo experienced failure by launching its first gaming console, namely the Famicom console. Further gaming consoles, such as the Atari or Nintendo NES also did not convince the customers. Nintendo was not the only one who struggled to offer the right products to an emerging market, other big companies, such as Apple, launched a number of failures to the market.<ref name="(Patel, 2015)"> Patel, S. (2015). 8 Successful Products That Only Exist Because of Failure. Forbes.com. Available at: https://www.forbes.com/sites/sujanpatel/2015/01/16/8-successful-products-that-only-exist-because-of-failure/#43f187d31c8c [Accessed 3 Mar. 2019]</ref> However, it should be the aim of every company not to waste its valuable resources on introducing a failure to the market and hence launch a product not belonging to the 72 percent mentioned above. As already mentioned before, the pace of change in technology, business environment and other areas accelerates each day and organisations need to keep these fast-changing factors under control. Prince2 depicts two key challenges for organisations to survive in nowadays society. Firstly, enterprises need to maintain their daily business operations, such as customer relationships, brand loyalty and productivity. These aspects are beyond the scope of this article. Secondly, it is highly recommended to focus on the transformation of business operations in the future to remain competitive.<ref name="(Axelos, 2017)">Axelos, A. (2017). Managing successful projects with PRINCE2. 6th ed. United Kingdom: The Stationery Office Ltd.</ref> This future change is implemented by various projects. Newly introduced projects are the main trigger for change. PMBOK and Prince2 describe a successful project as temporary, meaning it should have a clear start and end date. The project is terminated when the objectives are reached, or it failed to achieve its aims. Another reason for an early termination of the product is its redundancy.<ref name="(A guide to the project management body of knowledge, 2017)">A guide to the project management body of knowledge. (2017). Newtown Square, Pennsylvania, USA: Project Management Institute</ref><ref name="(Axelos, 2017)"></ref> Furthermore, Prince2 argues that cross-functional teams should be aligned. Due to their different backgrounds and skills, organisations hope, that team members work more efficiently and implement a change that affects others outside the team. In addition, every project is unique. It might be the case that some projects are quite similar, but different team members, different customers and other factors distinguish a project from others. Unfortunately, every project comes with a potential risk of failure.<ref name="(Axelos, 2017)"></ref> Due to fast pace of change and the uncertainty of the near future, potential threats could appear. However, a project could also be a success and bring opportunities with it. To make use of these business opportunities, organisations set highest priorities on a successful project management. Therefore, organisations choose and select very wisely their project managers and the assigned team members. To avoid introducing a poor product, project managers play a critical role identifying and recognising the right approach in order to achieve the project’s objectives. Project managers occupy an important position as leaders in project teams which is clearly visible throughout the whole project.<ref name="(A guide to the project management body of knowledge, 2017)"></ref> According to Prince2, project managers are responsible for setting up a clear plan indicating the sequences for the upcoming steps. Without having a plan, control over everything is not guaranteed. [[File:BMC.jpg\|thumb\|right\|500px\|Figure 1: The Value Proposition Canvas embedded into the Business Model Canvas]]		One of the main tasks of each company and hence, their project leaders, is to design and develop products and services to facilitate their customers’ lives. However, 72 percent of newly developed products fail. That means, customers do not care about 7 out of 10 products introduced to the market.<ref name="Strategyzer, (2017, March 7). Strategyzer's Value Proposition Canvas Explained"></ref> Global players such as Nintendo experienced failure by launching its first gaming console, namely the Famicom console. Further gaming consoles, such as the Atari or Nintendo NES also did not convince the customers. Nintendo was not the only one who struggled to offer the right products to an emerging market, other big companies, such as Apple, launched a number of failures to the market.<ref name="(Patel, 2015)"> Patel, S. (2015). 8 Successful Products That Only Exist Because of Failure. Forbes.com. Available at: https://www.forbes.com/sites/sujanpatel/2015/01/16/8-successful-products-that-only-exist-because-of-failure/#43f187d31c8c [Accessed 3 Mar. 2019]</ref> However, it should be the aim of every company not to waste its valuable resources on introducing a failure to the market and hence launch a product not belonging to the 72 percent mentioned above. As already mentioned before, the pace of change in technology, business environment and other areas accelerates each day and organisations need to keep these fast-changing factors under control. Prince2 depicts two key challenges for organisations to survive in nowadays society. Firstly, enterprises need to maintain their daily business operations, such as customer relationships, brand loyalty and productivity. These aspects are beyond the scope of this article. Secondly, it is highly recommended to focus on the transformation of business operations in the future to remain competitive.<ref name="(Axelos, 2017)">Axelos, A. (2017). Managing successful projects with PRINCE2. 6th ed. United Kingdom: The Stationery Office Ltd.</ref> This future change is implemented by various projects. Newly introduced projects are the main trigger for change. PMBOK and Prince2 describe a successful project as temporary, meaning it should have a clear start and end date. The project is terminated when the objectives are reached, or it failed to achieve its aims. Another reason for an early termination of the product is its redundancy.<ref name="(A guide to the project management body of knowledge, 2017)">A guide to the project management body of knowledge. (2017). Newtown Square, Pennsylvania, USA: Project Management Institute</ref><ref name="(Axelos, 2017)"></ref> Furthermore, Prince2 argues that cross-functional teams should be aligned. Due to their different backgrounds and skills, organisations hope, that team members work more efficiently and implement a change that affects others outside the team. In addition, every project is unique. It might be the case that some projects are quite similar, but different team members, different customers and other factors distinguish a project from others. Unfortunately, every project comes with a potential risk of failure.<ref name="(Axelos, 2017)"></ref> Due to fast pace of change and the uncertainty of the near future, potential threats could appear. However, a project could also be a success and bring opportunities with it. To make use of these business opportunities, organisations set highest priorities on a successful project management. Therefore, organisations choose and select very wisely their project managers and the assigned team members. To avoid introducing a poor product, project managers play a critical role identifying and recognising the right approach in order to achieve the project’s objectives. Project managers occupy an important position as leaders in project teams which is clearly visible throughout the whole project.<ref name="(A guide to the project management body of knowledge, 2017)"></ref> According to Prince2, project managers are responsible for setting up a clear plan indicating the sequences for the upcoming steps. Without having a plan, control over everything is not guaranteed. [[File:BMC.jpg\|thumb\|right\|500px\|Figure 1: The Value Proposition Canvas embedded into the Business Model Canvas<ref name="(Osterwalder et al., 2014)"></ref>]]
	It might be possible to accomplish somehow this new project by himself or herself, but especially in project management it is crucial for the project manager to delegate tasks to team members to make use of the synergies and cross-functionality as well as reducing risks at the same time. Furthermore, it is the project manager’s responsibility to monitor the delegated work and if necessary, take a supportive role for occurring obstacles and emerging problems. In addition, if the project team is way ahead of the schedule, the project manager ought to find ways to speed up the closing of the projects or save costs.<ref name="(Axelos, 2017)">Axelos, A. (2017)"></ref>		It might be possible to accomplish somehow this new project by himself or herself, but especially in project management it is crucial for the project manager to delegate tasks to team members to make use of the synergies and cross-functionality as well as reducing risks at the same time. Furthermore, it is the project manager’s responsibility to monitor the delegated work and if necessary, take a supportive role for occurring obstacles and emerging problems. In addition, if the project team is way ahead of the schedule, the project manager ought to find ways to speed up the closing of the projects or save costs.<ref name="(Axelos, 2017)">Axelos, A. (2017)"></ref>
	According to PMBOK various specific factors, such as market, stakeholder and social demand are leading to the creation of a project. Another very important impulse leading to the creation of a new project is customer requests. For example, a new industrial park was built and therefore power is needed to run the different machines. The local electricity utility agrees on a new project to build a new substation to supply the newly built industrial park with electricity.<ref name="(A guide to the project management body of knowledge, 2017)"></ref> This article pays especially attention to the customer needs and how organisations can benefit from understanding them correctly.		According to PMBOK various specific factors, such as market, stakeholder and social demand are leading to the creation of a project. Another very important impulse leading to the creation of a new project is customer requests. For example, a new industrial park was built and therefore power is needed to run the different machines. The local electricity utility agrees on a new project to build a new substation to supply the newly built industrial park with electricity.<ref name="(A guide to the project management body of knowledge, 2017)"></ref> This article pays especially attention to the customer needs and how organisations can benefit from understanding them correctly.

Sebastian at 21:20, 3 March 2019

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	==Customer Map==		==Customer Map==
	The Value Canvas is composed out of two parts, namely the customer profile and the value map (Figure 2).[[File:ValueCanvas.jpg\|thumb\|right\|500px\|Figure 2: The two maps of the Value Canvas]]<ref name="(Osterwalder et al., 2014)"></ref> Within the customer profile, the jobs the customer wants to get done are specified. Professor Clayton Christensen provides a very good example about figuring out the customer’s jobs. Mc Donald’s aimed to increase their milkshake sales and asked customers for feedback. Afterwards, they improved their milkshakes based on these dimensions and however, it had no impact on sales or profits. Consequently, they continued investigating the situation and came to the conclusion that it is not as important to understand the customer, but the job they want to get done. The research team concluded that there is a job needed to be done that is causing people to buy this milkshake to get this job done. Therefore, the real challenge is to figure out what the actual job is. The job this milkshake is getting done for customers is them engaging in life whilst driving to work in the morning and not falling asleep.<ref name="Jobs to be done, (2017, March 17). Strategsys"> Strategsys, (2017, March 17). Jobs to be done-Prof. Clayton Christensen. Available at https://www.youtube.com/watch?v=Q63PZR7mG70&t=188s [Accessed 3 Mar. 2019]</ref>		The Value Canvas is composed out of two parts, namely the customer profile and the value map (Figure 2).[[File:ValueCanvas.jpg\|thumb\|right\|500px\|Figure 2: The two maps of the Value Canvas<ref name="(Osterwalder et al., 2014)"></ref>]] Within the customer profile, the jobs the customer wants to get done are specified. Professor Clayton Christensen provides a very good example about figuring out the customer’s jobs. Mc Donald’s aimed to increase their milkshake sales and asked customers for feedback. Afterwards, they improved their milkshakes based on these dimensions and however, it had no impact on sales or profits. Consequently, they continued investigating the situation and came to the conclusion that it is not as important to understand the customer, but the job they want to get done. The research team concluded that there is a job needed to be done that is causing people to buy this milkshake to get this job done. Therefore, the real challenge is to figure out what the actual job is. The job this milkshake is getting done for customers is them engaging in life whilst driving to work in the morning and not falling asleep.<ref name="Jobs to be done, (2017, March 17). Strategsys"> Strategsys, (2017, March 17). Jobs to be done-Prof. Clayton Christensen. Available at https://www.youtube.com/watch?v=Q63PZR7mG70&t=188s [Accessed 3 Mar. 2019]</ref>
	However, these jobs can either be functional (e.g. Getting a project done by a specific date or getting from point A to point B), social (e.g. Impressing your surroundings like family members, friends or colleagues) or emotional (e.g. Gaining a piece of mind). In the second step, customers’ pains should be highlighted. These pains prevent customers from getting their jobs done and are perceived as annoying and frustrating. The desire of customers is to avoid these pains as much as possible. Typical examples of pains customers experience are dissatisfaction of existing solutions or jobs. In addition, challenges, risks or obstacles for future projects can be recognised as typical pains. In the last part of the customer map, the gains are outlined. These gains describe how customer measure and perceive a job well done. Customers hope to achieve this outcome when getting their jobs done. Examples for gains could be concrete results, benefits or aspirations.<ref name="(Osterwalder et al., 2014)"></ref>		However, these jobs can either be functional (e.g. Getting a project done by a specific date or getting from point A to point B), social (e.g. Impressing your surroundings like family members, friends or colleagues) or emotional (e.g. Gaining a piece of mind). In the second step, customers’ pains should be highlighted. These pains prevent customers from getting their jobs done and are perceived as annoying and frustrating. The desire of customers is to avoid these pains as much as possible. Typical examples of pains customers experience are dissatisfaction of existing solutions or jobs. In addition, challenges, risks or obstacles for future projects can be recognised as typical pains. In the last part of the customer map, the gains are outlined. These gains describe how customer measure and perceive a job well done. Customers hope to achieve this outcome when getting their jobs done. Examples for gains could be concrete results, benefits or aspirations.<ref name="(Osterwalder et al., 2014)"></ref>
	This customer map is very valuable for project manager, because due to its visualisation of jobs, pains and gains, they are able to understand the customers the organisation is trying to create value for. The more the company learns about its customers, the clearer the map can be developed and hence, the better internal projects can be started to develop the best fitting product or service for its customers.		This customer map is very valuable for project manager, because due to its visualisation of jobs, pains and gains, they are able to understand the customers the organisation is trying to create value for. The more the company learns about its customers, the clearer the map can be developed and hence, the better internal projects can be started to develop the best fitting product or service for its customers.

Sebastian at 21:19, 3 March 2019

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	==Customer Map==		==Customer Map==
	The Value Canvas is composed out of two parts, namely the customer profile and the value map (Figure 2).[[File:ValueCanvas.jpg\|thumb\|right\|500px\|Figure 2: The two maps of the Value Canvas]] Within the customer profile, the jobs the customer wants to get done are specified. Professor Clayton Christensen provides a very good example about figuring out the customer’s jobs. Mc Donald’s aimed to increase their milkshake sales and asked customers for feedback. Afterwards, they improved their milkshakes based on these dimensions and however, it had no impact on sales or profits. Consequently, they continued investigating the situation and came to the conclusion that it is not as important to understand the customer, but the job they want to get done. The research team concluded that there is a job needed to be done that is causing people to buy this milkshake to get this job done. Therefore, the real challenge is to figure out what the actual job is. The job this milkshake is getting done for customers is them engaging in life whilst driving to work in the morning and not falling asleep.<ref name="Jobs to be done, (2017, March 17). Strategsys"> Strategsys, (2017, March 17). Jobs to be done-Prof. Clayton Christensen. Available at https://www.youtube.com/watch?v=Q63PZR7mG70&t=188s [Accessed 3 Mar. 2019]</ref>		The Value Canvas is composed out of two parts, namely the customer profile and the value map (Figure 2).[[File:ValueCanvas.jpg\|thumb\|right\|500px\|Figure 2: The two maps of the Value Canvas]]<ref name="(Osterwalder et al., 2014)"></ref> Within the customer profile, the jobs the customer wants to get done are specified. Professor Clayton Christensen provides a very good example about figuring out the customer’s jobs. Mc Donald’s aimed to increase their milkshake sales and asked customers for feedback. Afterwards, they improved their milkshakes based on these dimensions and however, it had no impact on sales or profits. Consequently, they continued investigating the situation and came to the conclusion that it is not as important to understand the customer, but the job they want to get done. The research team concluded that there is a job needed to be done that is causing people to buy this milkshake to get this job done. Therefore, the real challenge is to figure out what the actual job is. The job this milkshake is getting done for customers is them engaging in life whilst driving to work in the morning and not falling asleep.<ref name="Jobs to be done, (2017, March 17). Strategsys"> Strategsys, (2017, March 17). Jobs to be done-Prof. Clayton Christensen. Available at https://www.youtube.com/watch?v=Q63PZR7mG70&t=188s [Accessed 3 Mar. 2019]</ref>
	However, these jobs can either be functional (e.g. Getting a project done by a specific date or getting from point A to point B), social (e.g. Impressing your surroundings like family members, friends or colleagues) or emotional (e.g. Gaining a piece of mind). In the second step, customers’ pains should be highlighted. These pains prevent customers from getting their jobs done and are perceived as annoying and frustrating. The desire of customers is to avoid these pains as much as possible. Typical examples of pains customers experience are dissatisfaction of existing solutions or jobs. In addition, challenges, risks or obstacles for future projects can be recognised as typical pains. In the last part of the customer map, the gains are outlined. These gains describe how customer measure and perceive a job well done. Customers hope to achieve this outcome when getting their jobs done. Examples for gains could be concrete results, benefits or aspirations.<ref name="(Osterwalder et al., 2014)"></ref>		However, these jobs can either be functional (e.g. Getting a project done by a specific date or getting from point A to point B), social (e.g. Impressing your surroundings like family members, friends or colleagues) or emotional (e.g. Gaining a piece of mind). In the second step, customers’ pains should be highlighted. These pains prevent customers from getting their jobs done and are perceived as annoying and frustrating. The desire of customers is to avoid these pains as much as possible. Typical examples of pains customers experience are dissatisfaction of existing solutions or jobs. In addition, challenges, risks or obstacles for future projects can be recognised as typical pains. In the last part of the customer map, the gains are outlined. These gains describe how customer measure and perceive a job well done. Customers hope to achieve this outcome when getting their jobs done. Examples for gains could be concrete results, benefits or aspirations.<ref name="(Osterwalder et al., 2014)"></ref>
	This customer map is very valuable for project manager, because due to its visualisation of jobs, pains and gains, they are able to understand the customers the organisation is trying to create value for. The more the company learns about its customers, the clearer the map can be developed and hence, the better internal projects can be started to develop the best fitting product or service for its customers.		This customer map is very valuable for project manager, because due to its visualisation of jobs, pains and gains, they are able to understand the customers the organisation is trying to create value for. The more the company learns about its customers, the clearer the map can be developed and hence, the better internal projects can be started to develop the best fitting product or service for its customers.
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	Managing a project successfully includes considering various factors. In the customer map, the customer needs, concerns and expectations are depicted. The value map (left side of Figure 2) evaluates more the internal factors of a project, such as scope, schedule, costs, quality, resources and risks. Balancing and prioritizing these project circumstances will influence the outcome of the created value map.		Managing a project successfully includes considering various factors. In the customer map, the customer needs, concerns and expectations are depicted. The value map (left side of Figure 2) evaluates more the internal factors of a project, such as scope, schedule, costs, quality, resources and risks. Balancing and prioritizing these project circumstances will influence the outcome of the created value map.
	The second part of the Value Canvas is the “Value Map” including the companies “products and services”, “pain relievers” and “gain creators”. In the product and services section, the company lists all the products and services they provide to their customers. These products and services aim to deliver the maximum value to their customers. For example, a service of an energy supplier is providing energy to its customers. In the next step, the possible pain relievers are described. Project manager should think of possible features and opportunities of the company’s product and services and describe them in this section. The aim of these pain relievers is to eliminate, reduce or minimise pains customers care about and make their life easier. In the last step of the value map, project managers need to consider possible gain creators through the offered products and services. The outline of this section is to describe the benefits the company’s products or services intend to deliver, which the customers expects, desire or would be surprised by. Most of these gain creators have either a functional utility, a social gain, positive emotions or are save costs. The value map explicitly shows the project manager how future products and services can create gains and relief pains.<ref name="(Osterwalder et al., 2014)"></ref>		The second part of the Value Canvas is the “Value Map” including the companies “products and services”, “pain relievers” and “gain creators”. In the product and services section, the company lists all the products and services they provide to their customers. These products and services aim to deliver the maximum value to their customers. For example, a service of an energy supplier is providing energy to its customers. In the next step, the possible pain relievers are described. Project manager should think of possible features and opportunities of the company’s product and services and describe them in this section. The aim of these pain relievers is to eliminate, reduce or minimise pains customers care about and make their life easier. In the last step of the value map, project managers need to consider possible gain creators through the offered products and services. The outline of this section is to describe the benefits the company’s products or services intend to deliver, which the customers expects, desire or would be surprised by. Most of these gain creators have either a functional utility, a social gain, positive emotions or are save costs. The value map explicitly shows the project manager how future products and services can create gains and relief pains.<ref name="(Osterwalder et al., 2014)"></ref>
	The overall aim for project managers is to achieve a matching fit between the two maps. This perfect connection is achieved by figuring out what matters to customers, how the company’s products and services relief pains and create gains. A well elaborated value proposition targets essential customers’ requirements, jobs, pains and gains. There might be numerous pains and gains on the customer side, but the value map clearly describes on which the new product will focus on.		The overall aim for project managers is to achieve a matching fit between the two maps. This perfect connection is achieved by figuring out what matters to customers, how the company’s products and services relief pains and create gains. A well elaborated value proposition targets essential customers’ requirements, jobs, pains and gains. There might be numerous pains and gains on the customer side, but the value map clearly describes on which the new product will focus on.<ref name="(Osterwalder et al., 2014)"></ref>

	=How to create Value=		=How to create Value=

Sebastian at 21:17, 3 March 2019

2019-03-03T21:17:14Z

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	The Value Canvas is composed out of two parts, namely the customer profile and the value map (Figure 2).[[File:ValueCanvas.jpg\|thumb\|right\|500px\|Figure 2: The two maps of the Value Canvas]] Within the customer profile, the jobs the customer wants to get done are specified. Professor Clayton Christensen provides a very good example about figuring out the customer’s jobs. Mc Donald’s aimed to increase their milkshake sales and asked customers for feedback. Afterwards, they improved their milkshakes based on these dimensions and however, it had no impact on sales or profits. Consequently, they continued investigating the situation and came to the conclusion that it is not as important to understand the customer, but the job they want to get done. The research team concluded that there is a job needed to be done that is causing people to buy this milkshake to get this job done. Therefore, the real challenge is to figure out what the actual job is. The job this milkshake is getting done for customers is them engaging in life whilst driving to work in the morning and not falling asleep.<ref name="Jobs to be done, (2017, March 17). Strategsys"> Strategsys, (2017, March 17). Jobs to be done-Prof. Clayton Christensen. Available at https://www.youtube.com/watch?v=Q63PZR7mG70&t=188s [Accessed 3 Mar. 2019]</ref>		The Value Canvas is composed out of two parts, namely the customer profile and the value map (Figure 2).[[File:ValueCanvas.jpg\|thumb\|right\|500px\|Figure 2: The two maps of the Value Canvas]] Within the customer profile, the jobs the customer wants to get done are specified. Professor Clayton Christensen provides a very good example about figuring out the customer’s jobs. Mc Donald’s aimed to increase their milkshake sales and asked customers for feedback. Afterwards, they improved their milkshakes based on these dimensions and however, it had no impact on sales or profits. Consequently, they continued investigating the situation and came to the conclusion that it is not as important to understand the customer, but the job they want to get done. The research team concluded that there is a job needed to be done that is causing people to buy this milkshake to get this job done. Therefore, the real challenge is to figure out what the actual job is. The job this milkshake is getting done for customers is them engaging in life whilst driving to work in the morning and not falling asleep.<ref name="Jobs to be done, (2017, March 17). Strategsys"> Strategsys, (2017, March 17). Jobs to be done-Prof. Clayton Christensen. Available at https://www.youtube.com/watch?v=Q63PZR7mG70&t=188s [Accessed 3 Mar. 2019]</ref>
	However, these jobs can either be functional (e.g. Getting a project done by a specific date or getting from point A to point B), social (e.g. Impressing your surroundings like family members, friends or colleagues) or emotional (e.g. Gaining a piece of mind). In the second step, customers’ pains should be highlighted. These pains prevent customers from getting their jobs done and are perceived as annoying and frustrating. The desire of customers is to avoid these pains as much as possible. Typical examples of pains customers experience are dissatisfaction of existing solutions or jobs. In addition, challenges, risks or obstacles for future projects can be recognised as typical pains. In the last part of the customer map, the gains are outlined. These gains describe how customer measure and perceive a job well done. Customers hope to achieve this outcome when getting their jobs done. Examples for gains could be concrete results, benefits or aspirations.<ref name="(Osterwalder et al., 2014)"></ref>		However, these jobs can either be functional (e.g. Getting a project done by a specific date or getting from point A to point B), social (e.g. Impressing your surroundings like family members, friends or colleagues) or emotional (e.g. Gaining a piece of mind). In the second step, customers’ pains should be highlighted. These pains prevent customers from getting their jobs done and are perceived as annoying and frustrating. The desire of customers is to avoid these pains as much as possible. Typical examples of pains customers experience are dissatisfaction of existing solutions or jobs. In addition, challenges, risks or obstacles for future projects can be recognised as typical pains. In the last part of the customer map, the gains are outlined. These gains describe how customer measure and perceive a job well done. Customers hope to achieve this outcome when getting their jobs done. Examples for gains could be concrete results, benefits or aspirations.<ref name="(Osterwalder et al., 2014)"></ref>
	This customer map is very valuable for project manager, because due to its visualisation of jobs, pains and gains, they are able to understand the customers the organisation is trying to create value for. The more the company learns about its customers, the clearer the map can be developed and hence, the better internal projects can be started to develop the best fitting product or service for ~~their~~ customers.		This customer map is very valuable for project manager, because due to its visualisation of jobs, pains and gains, they are able to understand the customers the organisation is trying to create value for. The more the company learns about its customers, the clearer the map can be developed and hence, the better internal projects can be started to develop the best fitting product or service for its customers.

	==Value Map==		==Value Map==

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	=Annotated bibliography=		=Annotated bibliography=
			*'''Osterwalder, A., Pigneur, Y., Bernarda, G. and Smith, A. (2014). Value proposition design. Hoboken: Wiley.'''
			Provides a very detailed inside about the method and the background of the Value Canvas. The two maps are described in great detail and further examples are provided for a better understanding.

			*'''A guide to the project management body of knowledge. (2017). Newtown Square, Pennsylvania, USA: Project Management Institute.'''
			This book provides an excellent inside about all relevant topics concerning project management. Part 1 Chapter 1 describes project management with a general point of view. Furthermore, in Part 2, Chapter 2 describes the initiating process where the Value Canvas could be implemented.

			*'''Kyhnau, J. and Nielsen, C. (2015). Value Proposition Design How to create products and services customers want. Journal of Business Models, 3(1), pp.81-92.'''
			Two independent authors analyse and evaluate the Value Canvas. This article provides a second opinion about the tool as well as providing a summary of the steps through the Value Canvas.

	=References=		=References=
	<references/>		<references/>

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Limitations

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	One occurring challenge for companies when working with the Value Canvas could be that their employees cannot block out the already existing ideas, products, services or technologies. Once the project team members start to complete the customer profile, they only list the jobs, pains and gains that their value map can already solve. Therefore, employees fail to identify what customers really need. To overcome this obstacle, employees are advised to put themselves in the position of the customer. Once they can block out the existing offered value map, and manage to think beyond these specific jobs, pains and gains, they manage to pin point what actually motivates and drives their customers.<ref name="(Garner, 2015)"></ref>		One occurring challenge for companies when working with the Value Canvas could be that their employees cannot block out the already existing ideas, products, services or technologies. Once the project team members start to complete the customer profile, they only list the jobs, pains and gains that their value map can already solve. Therefore, employees fail to identify what customers really need. To overcome this obstacle, employees are advised to put themselves in the position of the customer. Once they can block out the existing offered value map, and manage to think beyond these specific jobs, pains and gains, they manage to pin point what actually motivates and drives their customers.<ref name="(Garner, 2015)"></ref>
	When identifying customer’s jobs, project team members tend to label all of them as functional jobs. Although these are obviously the most visible ones, social and emotional jobs are also driving customers. Project managers should pay special attention to elaborate the “minority” of customer’s jobs. The related pains and gains have often a stronger impact on the customer’s behaviour and therefore special attention is required..<ref name="(Garner, 2015)"></ref>		When identifying customer’s jobs, project team members tend to label all of them as functional jobs. Although these are obviously the most visible ones, social and emotional jobs are also driving customers. Project managers should pay special attention to elaborate the “minority” of customer’s jobs. The related pains and gains have often a stronger impact on the customer’s behaviour and therefore special attention is required..<ref name="(Garner, 2015)"></ref>
	Last but not least, project managers should be aware of the fact that it is almost impossible to link every single customer job, pain and gain to the offered products and services, pain relivers and gain creators. To save time and resources, project manager should focus on linking the highly prioritised factors to the Value Map, otherwise organisations will leave their customers unsatisfied. Organisations and project managers need to realise that trade-offs are essential. Once these prioritised factors are identified and addressed, the project team will perform better..<ref name="(Garner, 2015)"></ref>		Last but not least, project managers should be aware of the fact that it is almost impossible to link every single customer job, pain and gain to the offered products and services, pain relivers and gain creators. To save time and resources, project manager should focus on linking the highly prioritised factors to the Value Map, otherwise organisations will leave their customers unsatisfied. Organisations and project managers need to realise that trade-offs are essential. Once these prioritised factors are identified and addressed, the project team will perform better.<ref name="(Garner, 2015)"></ref>

	=Conclusion=		=Conclusion=

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Limitations

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	=Limitations=		=Limitations=
	One of the main limitations of the Value Canvas is the exclusion of any outside factors. The strategic tool purely focuses on the customers’ requirements and the internal values a company can deliver. Possible competitors, market forces or any other external forces are completely excluded. In addition, the Value Canvas is only present oriented as it considers only the company’s current products and customers. The Value Canvas does not provide any future orientation, excludes possible potentials and assumes that the company stays in the same business.		One of the main limitations of the Value Canvas is the exclusion of any outside factors. The strategic tool purely focuses on the customers’ requirements and the internal values a company can deliver. Possible competitors, market forces or any other external forces are completely excluded. In addition, the Value Canvas is only present oriented as it considers only the company’s current products and customers. The Value Canvas does not provide any future orientation, excludes possible potentials and assumes that the company stays in the same business.
	Another common mistakes many companies do is mixing different customer maps into one common profile. Project manager will struggle to identify which customer’s jobs, pains and gains are evaluated. Furthermore, it is even more difficult to evaluate the jobs, pains and gains with the highest priority out of one huge customer profile. Mixing the customer maps prevents the project teams from designing a compelling value proposition. Instead of mixing the customer profiles, the project team should rather work through one customer map at a time. Instead of one value map to serve all the customer profiles, there should be various different value propositions for each customer profile creating a perfect fit.<ref name="(Garner, 2015)">Garner, B. (2015). 5 Common Mistakes to Avoid When Using the Value Proposition Canvas. [online] Strategyzer. Available at: https://blog.strategyzer.com/posts/2015/2/19/5-common-mistakes-to-avoid-when-using-the-value-proposition-canvas [Accessed 3 Mar. 2019].</ref>		Another common mistakes many companies do is mixing different customer maps into one common profile. Project manager will struggle to identify which customer’s jobs, pains and gains are evaluated. Furthermore, it is even more difficult to evaluate the jobs, pains and gains with the highest priority out of one huge customer profile. Mixing the customer maps prevents the project teams from designing a compelling value proposition. Instead of mixing the customer profiles, the project team should rather work through one customer map at a time. Instead of one value map to serve all the customer profiles, there should be various different value propositions for each customer profile creating a perfect fit.<ref name="(Garner, 2015)">Garner, B. (2015). 5 Common Mistakes to Avoid When Using the Value Proposition Canvas. [online] Strategyzer. Available at: https://blog.strategyzer.com/posts/2015/2/19/5-common-mistakes-to-avoid-when-using-the-value-proposition-canvas [Accessed 3 Mar. 2019].</ref>
	One occurring challenge for companies when working with the Value Canvas could be that their employees cannot block out the already existing ideas, products, services or technologies. Once the project team members start to complete the customer profile, they only list the jobs, pains and gains that their value map can already solve. Therefore, employees fail to identify what customers really need. To overcome this obstacle, employees are advised to put themselves in the position of the customer. Once they can block out the existing offered value map, and manage to think beyond these specific jobs, pains and gains, they manage to pin point what actually motivates and drives their customers.<ref name="(Garner, 2015)"></ref>		One occurring challenge for companies when working with the Value Canvas could be that their employees cannot block out the already existing ideas, products, services or technologies. Once the project team members start to complete the customer profile, they only list the jobs, pains and gains that their value map can already solve. Therefore, employees fail to identify what customers really need. To overcome this obstacle, employees are advised to put themselves in the position of the customer. Once they can block out the existing offered value map, and manage to think beyond these specific jobs, pains and gains, they manage to pin point what actually motivates and drives their customers.<ref name="(Garner, 2015)"></ref>
	When identifying customer’s jobs, project team members tend to label all of them as functional jobs. Although these are obviously the most visible ones, social and emotional jobs are also driving customers. Project managers should pay special attention to elaborate the “minority” of customer’s jobs. The related pains and gains have often a stronger impact on the customer’s behaviour and therefore special attention is required..<ref name="(Garner, 2015)"></ref>		When identifying customer’s jobs, project team members tend to label all of them as functional jobs. Although these are obviously the most visible ones, social and emotional jobs are also driving customers. Project managers should pay special attention to elaborate the “minority” of customer’s jobs. The related pains and gains have often a stronger impact on the customer’s behaviour and therefore special attention is required..<ref name="(Garner, 2015)"></ref>

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Limitations

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	=Limitations=		=Limitations=
	One of the main limitations of the Value Canvas is the exclusion of any outside factors. The strategic tool purely focuses on the customers’ requirements and the internal values a company can deliver. Possible competitors, market forces or any other external forces are completely excluded. In addition, the Value Canvas is only present oriented as it considers only the company’s current products and customers. The Value Canvas does not provide any future orientation, excludes possible potentials and assumes that the company stays in the same business.		One of the main limitations of the Value Canvas is the exclusion of any outside factors. The strategic tool purely focuses on the customers’ requirements and the internal values a company can deliver. Possible competitors, market forces or any other external forces are completely excluded. In addition, the Value Canvas is only present oriented as it considers only the company’s current products and customers. The Value Canvas does not provide any future orientation, excludes possible potentials and assumes that the company stays in the same business.
	Another common mistakes many companies do is mixing different customer maps into one common profile. Project manager will struggle to identify which customer’s jobs, pains and gains are evaluated. Furthermore, it is even more difficult to evaluate the jobs, pains and gains with the highest priority out of one huge customer profile. Mixing the customer maps prevents the project teams from designing a compelling value proposition. Instead of mixing the customer profiles, the project team should rather work through one customer map at a time. Instead of one value map to serve all the customer profiles, there should be various different value propositions for each customer profile creating a perfect fit.<ref name="(Garner, 2015)">Garner, B. (2015). 5 Common Mistakes to Avoid When Using the Value Proposition Canvas. [online] Strategyzer. Available at: https://blog.strategyzer.com/posts/2015/2/19/5-common-mistakes-to-avoid-when-using-the-value-proposition-canvas [Accessed 3 Mar. 2019].</ref>		Another common mistakes many companies do is mixing different customer maps into one common profile. Project manager will struggle to identify which customer’s jobs, pains and gains are evaluated. Furthermore, it is even more difficult to evaluate the jobs, pains and gains with the highest priority out of one huge customer profile. Mixing the customer maps prevents the project teams from designing a compelling value proposition. Instead of mixing the customer profiles, the project team should rather work through one customer map at a time. Instead of one value map to serve all the customer profiles, there should be various different value propositions for each customer profile creating a perfect fit.<ref name="(Garner, 2015)">Garner, B. (2015). 5 Common Mistakes to Avoid When Using the Value Proposition Canvas. [online] Strategyzer. Available at: https://blog.strategyzer.com/posts/2015/2/19/5-common-mistakes-to-avoid-when-using-the-value-proposition-canvas [Accessed 3 Mar. 2019].</ref>
	One occurring challenge for companies when working with the Value Canvas could be that their employees cannot block out the already existing ideas, products, services or technologies. Once the project team members start to complete the customer profile, they only list the jobs, pains and gains that their value map can already solve. Therefore, employees fail to identify what customers really need. To overcome this obstacle, employees are advised to put themselves in the position of the customer. Once they can block out the existing offered value map, and manage to think beyond these specific jobs, pains and gains, they manage to pin point what actually motivates and drives their customers.<ref name="(Garner, 2015)"></ref>		One occurring challenge for companies when working with the Value Canvas could be that their employees cannot block out the already existing ideas, products, services or technologies. Once the project team members start to complete the customer profile, they only list the jobs, pains and gains that their value map can already solve. Therefore, employees fail to identify what customers really need. To overcome this obstacle, employees are advised to put themselves in the position of the customer. Once they can block out the existing offered value map, and manage to think beyond these specific jobs, pains and gains, they manage to pin point what actually motivates and drives their customers.<ref name="(Garner, 2015)"></ref>
	When identifying customer’s jobs, project team members tend to label all of them as functional jobs. Although these are obviously the most visible ones, social and emotional jobs are also driving customers. Project managers should pay special attention to elaborate the “minority” of customer’s jobs. The related pains and gains have often a stronger impact on the customer’s behaviour and therefore special attention is required..<ref name="(Garner, 2015)"></ref>		When identifying customer’s jobs, project team members tend to label all of them as functional jobs. Although these are obviously the most visible ones, social and emotional jobs are also driving customers. Project managers should pay special attention to elaborate the “minority” of customer’s jobs. The related pains and gains have often a stronger impact on the customer’s behaviour and therefore special attention is required..<ref name="(Garner, 2015)"></ref>