Impact Tracking

Download the Impact Tracking tool. This ensures that the project creates the impacts described in the hierarchy of objectives or impact case. Only through quick feedback loops and proactive follow-up you can secure the project’s return on investment. The tool provides early warning when the impacts do not develop as planned. The Impact Tracking ensures that the benefits are realized as planned. The impacts are measured in the following order: New competencies, behavioral changes, immediate business effects, effects on medium and long term.

Full description

Purpose and yield

The project’s business case consists of the expenditure side and the revenue side. The follow-up of the expenditure is made using budget follow-up, for example S-curves. The revenues are evaluated using impact tracking. Impact tracking is done in order to:

  • Ensure that the project creates the impacts described in the hierarchy of objectives or the impact case.
  • Establish a system that gives early warning when the impacts are not developed as planned.
  • Ensure that the benefits are realized as planned
  • Provide a quantitative follow-up on all types of impacts.

When is the Impact Tracking used in the project?

  • Impact Tracking should be started as early as possible, even before all deliverables are established.
  • Early indicators such as employee response to training, testing of competencies and assessment of behavioral changes can often be detected relatively early.
  • The business impacts can often only be measured when all deliverables are established.

Pitfalls and restrictions

  • The prerequisite for an appropriate impact tracking is a well-defined hierarchy of objectives or an impact case.
  • Follow-up must be made early enough to make it possible to correct and affect the impacts.
  • The impacts can usually only be measured in the following order: Deliverables, competencies, behavioral change, immediate business impacts, impacts on medium-term and long-term.
  • The impacts are often measured by different target groups, so it is necessary to have access to all these target groups.
  • The results must be used by the management or the project, otherwise they make no sense.
  • It is a good idea to highlight the results in the organization, for example using a bulletin board.
  • Responsibility for the measurements must be organized and put into system. There must be a person responsible for the measurements.
  • There must be consensus and acceptance of the measurement points, otherwise discussion may arise whether the results are significant or relevant.

Who participates?

  • The measurements should be made by the operating personnel in the areas concerned.
  • The organization of the measurements is done by the project.
  • Project owner and management in the affected operating areas make decisions about any corrective activities.

Approach for the impact tracking

A well-defined hierarchy of objectives or an impact case is a prerequisite.

  • Step 1: Measurement points and measurement methods are defined for the different impacts in the hierarchy of objectives or the impact case.
  • Step 2: Measuring frequency and time is planned in cooperation with the operating organization.
  • Step 3: The follow-up is organized and responsible persons are appointed in the project and the operational organization
  • Step 4: The measurement results are documented, e.g. in template 1 or 2. Templates 1 and 2 can be presented as posters that are placed visibly in relevant places in the organization.
  • Step 5: Meetings are held with project owner or steering committee at relevant times in relation to the follow-up plan.

Template 1

  • The desired effects are described in the column on the left. First the behavioral impacts and below the business impacts. A behavioral impact could be: Finishes the case processing in one round.
  • The next column describes the desired measurement e.g.: Calculated as a percentage of all cases.
  • The third pillar indicates the baseline before the project was launched, for example: 30%
  • In the fourth column, measures for this impact are recorded for example: 90% of all cases.
  • In the following columns, the observations are recorded on different dates e.g.: 46% are cases are processed in one round on 14 May.

Template 2

  • This template is used just like template 1. In this case, the impacts in the first column are just specified in advance.

The templates can be expanded with a column indicating who is responsible for the different impact measurements.

quote

"Project economy accounted for 34.7% of German GDP in 2015 and will rise to 40% by 2020. The level is probably the same in other industrialized countries"

- Yvonne Schoper, MTV, Berlin

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As a project manager I have always lacked a platform where I could click in and get inspiration, relevant knowledge and concrete tools, regardless of time and place. A wireless toolbox where knowledge came to me through the air. A help that could give me a much needed boost in my current challenge.

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John Ryding Olsson Founder & author
John Ryding Olsson Founder & author John Ryding Olsson

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