Smit ShahProject Manager| Navitas LifesciencesBanglore, Karnataka, India
do you focus on metrics such as change adoption rate, time to adoption, stakeholder satisfaction, or others? How do these metrics help you assess the impact of change management efforts and drive continuous improvement. Saving Changes...
There are no standard KPIs as those will depend on the specific changes brought about by a project, but in general you can tie this back to the benefits expected to be realized from the project. If those benefits are impacted by low levels of adoption or sustainment, that's a pretty clear indication of how poor the change management efforts were.
The ones you've listed are good early warning signs, but the goal those all are in support of is value realization.
It depends on the project lifecycle. For a traditional predictive lifecycle frequent change may point to poor initial planning since the predictions were not accurate. For more iterative type projects, a high rate of change may show convergence on a solution.
In some cases, change activity may be broken out into categories with their own distinct metrics such as customer driven vs. internal business factors as a metric might be very informative for one context but less meaningful or even deceptive when applied to others. Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Smit, I do fully agree with Keith's point of view re-the management approach taken on a project and this is why, one of the metrics that we use is Impact on Performance. We do measure the impact of the change on key performance indicators productivity, efficiency, customer satisfaction, or financial performance because not every change is necessarily due to something missed and too many changes isn't necessarily a negative indication if you're adopting an agile approach. Saving Changes...
Robert SnyderFounder & President| Innovation Elegance, LLCChicago, Il, United States
Hi Smit! Two considerations for you that feel distinct from the project value proposition.
1. Kind of a "nested, weighted percentage" of accomplishing ADKAR.
Accomplishing each letter of ADKAR weighted at 20% each.
Within each letter, what percentage of stakeholders completed and possess Awareness, Desire, Knowledge, Ability, and Reinforcement.
2. Use the concept of a "Say/Do Ratio."
At the start of a month, perhaps the team set expectations ABCDE.
At the end of the month, perhaps the team met expectations AE.
2/5 = 0.4
You could explore your own version of that, where the optimal monthly score is 1. Saving Changes...
Sudhakar MokshagundamPM III| Siemens Energy India LimitedBangalore, Karnataka, India
We look at the time to adaption, stakeholder satisfaction as the main criteria Saving Changes...
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