Measure Project Results

There are several things to measure after a project is completed. One is the project itself and the other is the result derived from the project. Let’s consider each of these. To measure the project you can use the following:

The project score card;

Budget versus actual analysis;

Issue analysis as described in Chapter 10;
Assessment of lessons learned from the project.

In order to measure the results of the project, you have to have measurements from the situation before the project was started. Incredibly, many organizations do not carry out these measurements. They never really know if they are any better off, other than a vague feeling. Here are some techniques to employ:

Undertake comparison of score cards between the old and new situations.
Have individuals involved in the work make comparisons between the old and new. This approach can be very useful to management—especially if it is conducted at the in-country level.
Conduct surveys of customers, suppliers, or employees.

When should you carry out this analysis? Do the project analysis at the end of the project. Otherwise, people will have moved on to other work.

At the end of a project there is likely to be some unfinished business. There are some things for follow up. Should you not stop the project and keep it going to finish these things up? No. Gather the data and start a new small project. Remember that some people may want to use this as an opportunity to not use the results of the project.

If you have defined the scope of the project properly, then the project results will be used. However, if the scope of the project was not created right, then the project may end, but there may be no benefits since there are additional steps that must be taken. As an example, consider the implementation of new software in five locations. Assume that the scope was restricted to the IT work. The project ends when the system is installed and working. But who is to say that it is being used? After a system is installed, there must be training and conversion to new business processes that are consistent with the new system. If these are formally in the project plan, then there is likely to be system success and overall project failure