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.
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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
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