Project Canvas is built on the basis of studying the similarities in the popular project management methodologies:PRINCE2, PMI and Scrum. The following 12 elements was chosen after both qualitative and quantitative comparison andempirical prototyping with both small (1-4 people) and large (12-50 people) project organizations:purpose, scope, success criteria, outcome, team, stakeholders, users, resources, constraints, risks, milestones and actions.The visual representation is inspired by the well-known and widely used Business Model Canvas and Game Plan.
The Project Canvas operates on the principle of simplicity and accessibility, drawing inspiration from other seminal management frameworks. It encapsulates the entire lifecycle of a project within a visually engaging and easy-to-understand canvas template . By breaking down complex projects into more manageable segments, the canvas allows project managers and teams to focus on critical areas without being overwhelmed by details.
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This holistic approach not only aids in meticulous planning but also fosters a culture of transparency and accountability within the team. The canvas serves as a living document that evolves with the project, allowing for adjustments and refinements as new information comes to light or circumstances change.
The Project Canvas is a strategic tool developed by Antonio Nieto Rodriguez, a leading figure in project management and a champion for project-driven organizations. It serves as a blueprint for effectively conceptualizing and managing projects by breaking down the complexities into manageable components. The canvas helps organizations articulate the purpose, scope, and objectives of a project. This aims to ensuring all stakeholders have a clear understanding of the expected outcomes, responsibilities, and the overall strategic alignment. This approach promotes a higher level of clarity and engagement from the onset of a project.
So it should come as no surprise that being able to concisely articulate the purpose, audience, vision and goals of a project is crucial. Without these pillars, everything we put into our work suffers from a distinct lack of foundation; risking collapse under even the slightest interrogative gust of wind. If digital agencies and organisations alike were more vigorous in ensuring every project was bound to them, they would likely see many more successful outcomes.
I was interested in something that could help provide a strategically-minded UX Design team with a few critical pieces of information, as quickly and painlessly as possible. Something that would help address the following:
It's worth pointing out that Project Canvases are by no means a revolutionary approach. There are already an over-abundance of similar tools and techniques readily available. 2015 has almost certainly hit peak canvas, with colleagues around the office glazing over merely at mention of the format.
The draft canvas I've been experimenting with is laid out so that the rows are tailored to differing levels of strategic detail (the 'Altitude'), and columns to the focus of the information required (the 'Pillars').
The three rows from top to bottom provide an appropriate level of detail for the various stakeholders and team members who will be engaged on the project. The intention being that c-suite bigwigs, project sponsors, account managers and anyone removed from the day-to-day specifics of the project can quickly scan across the top of the canvas to gain a strategic overview. Similarly, project managers, data analysts and tech partners seeking detail on the practical mechanics can focus on the bottom instead.
What customer/audience/user needs are we satisfying?
This is the projects ultimate raison d'tre, and one unfortunately all too often overlooked. When completing this it can be quite useful to do so as an individual exercise, by asking all participants to write what they believe the proposition to be, and then sharing with the group to discuss and hopefully reconcile (another day if necessary).
What issues do we need to overcome or resolve?
Are there any specific technical, business or user issues or insights that should be shared? Remember that organisational politics and culture are often overlooked or ignored despite being big hurdles that have enormous impact on project success. This line of questioning needs to be delicately handled.
What are the boundaries of our remit for this work?
Where does the project start and end? The points of crossover with other teams or disciplines are often gaps assumptions fall into. These need to be made explicit.
Who are the target user groups?
Specifically identifying a primary audience is invaluable to focus efforts and deprioritise peripheral needs. Briefly discuss their core goals and any existing sources of evidence which support these insights, as too often they are anecdotal assumptions missing proper follow-up validation.
Who are the business sponsors accountable for budget and success?
A responsibility assignment technique such as RACI (indicating who is Responsible, Accountable, Consulted or Informed) is useful here to understand the nuances of everyones role, particularly on larger projects that have a complex mix of stakeholders. Ensure you identify the project sponsor. They're the one ultimately paying your salary, patting you on the back or pulling the plug.
Who are people and partners directly responsible for delivery?
List out everyone directly working on the production of the project. Identify the primary contact from the various parties involved, such as the Product Owner and agency point(s) of contact.
How will the goals be measured?
Setting targets against which the Goals will be benchmarked and tracked (e.g. increase conversion by 10%) can provide much needed evidence for sceptical c-suite exec's and critical stakeholders. However, it's likely to take time and plenty of collaboration with data analysts and others to reach consensus on what is worth measuring.
The Project Model Canvas is an innovative tool used to transform an idea into a project plan and to stimulate collaboration and communication between all involved parties from the project team to sponsors to stakeholders. Using the Project Canvas allows participants in a project to discuss relevant issues for execution.
Details Element of Project Canvas:
Project Canvas II template is one of two Project Canvas templates represented in Miro. This one is more suitable for Project Management. If you want to read more about original Project Canvas developed by UX strategist Jim Kalbach, please, visit this page.
We love visual tools and templates as they allow to simplify complex things, and this is exactly what project canvas template is built to do: provide a simple one page overview that everyone involved in a project can understand and use to communicate. To give you a better understanding of the tool and the values, we talked to Simon Stubben, founder of Project Canvas.
You can easily find the Project Canvas in among the templates when you create the board or in our Library, Business Canvases tab, it is called Project Canvas II. The Canvas is interactive, hence you can double-click in the boxes and type in there. Also you can use several canvases for different purposes on one board simultaneously.
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The pivotal assumption of the project management methods has been that documenting every aspect of a project in detail will provide a high level of control of the planned activities during the implementation of the project. Many project managers end up producing massive numbers of documents and swathes of paperwork, leading to an overall feeling that the role was primarily administrative.
The framework, which covers the basic principles and fundamentals of projects that everyone should know, is practical and easy to implement. It is a proven tool that will assist you in leading projects more successfully and in making your dreams a reality.
The Why dimension covers the triggers and actual meaning of a project (the rationale and business case, and the purpose and passion), which will become the drivers once the project gets underway. The drivers are to obtain buy-in and resources (from the organization), to obtain attention and time from the executives, to obtain engagement from the members of the team, and to obtain support from the individuals impacted by the project.
All project management methodologies demand that projects always have a well-defined business case. It is a great exercise to learn about the alternatives and the project expected returns. Experience shows, however, that business cases have biases and subjective assumptions, especially concerning the financial benefits from the project, which often get inflated in order to make the project seem more attractive to the decision-makers.
The Who domain relates to the executive sponsor and governance, and it addresses the elements of accountability and allocation of responsibilities. An organization or business has a chief executive in charge and is accountable for its operations. The same should happen with a project, in the role of the executive sponsor, who is the ultimately accountable person. Yet, more often than not, the role is either not understood or not performed consistently with the importance it has for the success of the project. Establishing a clear governance structure at the beginning of the initiative is essential too.
The executive sponsor, together with the project manager, should define the project governance. The governance in a project is represented by a project chart in which the various contributing roles and decision-making bodies are defined. 152ee80cbc
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