Value Propositions presentations
Semestral work 2 evaluation
OPVK_MU_EN_stred_2.jpg

Value Proposition
- experiences from praxis
L11
Repetition with new way of attention focusing

Value Proposition
What
Why
How

PA179 PMSLC
Nov-2008
4
Value Proposition – what it is
•C-P-T: in a well selected context we have three agents playing in the “game”.
•A valid statement is necessary between ‘C’ and ‘P’ about “what/how/where/who/when/why”
will be done during the service performance.
•This negotiation has to be maintained and revised continuously through the service provision
life-cycle.
•Through all the process of service provision there must be at any time point valid statement of
work declaring what have to be done, how it will be done, where it will be done, who will do what,
when what will be done, and why it will be done. This statement is called a value proposition.

PA179 PMSLC
Nov-2008
5
Value Proposition - characteristics
•Absolutely clear for all stakeholders
•A benefit for the Client must be obvious to this level that he buy in to the change!
•A clear “axe edge” to cut up the problem has to be recognized and communicated.
•The “axe edge” is about usefulness for Client or potential clients.
•Any particular usefulness claimed in VP has to be supportive to this “axe edge”.

PA179 PMSLC
Nov-2008
6
Value Proposition – why it is important
•A service provision is about change.
•Everybody has his/her/its own filter, set of filters precisely, by which filters the whole stream
of data when perceives.
•There is lot of contexts from which each particular situation could be understood and evaluated.
•Law of inertia works in society as well as in nature.
•Thus to convey clear “what/why/how to change” is necessary to put ideas to action.

PA179 PMSLC
Nov-2008
7
Value Proposition – why it is important  (2)
•Two kinds of change exist according to the Gerald Bradley’s book ‘Benefit Realisation Management’,
GOVER, 2006:
–Change acquiring and/or implementing capability (enabler)
–Change embedding this capability into the working practice (business change)
•Namely the VP for ‘business change’ is the issue, as Clients live in the working practice.
•And moreover, Clients’ contexts are entirely different from the context of a Provider who
understands well the ‘enabler’.

PA179 PMSLC
Nov-2008
8
Value Proposition – how to formulate it
(check list which can help us)
•Key stakeholders identification and classification
•Target (“T” from C-P-T) clear definition
•Benefits for C recognition
•“Enablers” and “Business change” specification (see “BRM”)
•Deliverables description
•“Axe edge”-like formulation
•Revision of all points
•Workshop (forming seminar) with key stakeholders