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The way to measure the success of a Change initiative or Project you need to have clear deliverables of what change is expected to deliver.
These will the measure of of the success of the Change Project. At the end of the change initiative you can then cross check each deliverable and confirm with the stakeholder whether the deliverable has been delivered as per their requirements and expectations. If all the deliverables are checked off then your project/change initiative is successful.
This is why for any project or change initiative you need to enumerate the deliverables very very clearly. It is also highly recommended to list what is not part of the scope/deliverable to keep expectations and scope creep in check.
Success can be measured in two basic ways. One way involves setting goals or targets, and then comparing actual activity to the goal.
The second way involves tracking results, by looking for trends and changes in activities or results over time.
Tracking can either be routine (e.g., annually) or periodic. Tracking can be applied
to any of the success measures. The goal-setting approach works only when realistic goals can be
set.
The first thing to do when you are thinking about Critical Success Factors and KPIs is to decide what they are for. Who are the stakeholders for any reports that you will generate? In this case we wanted to measure the effect of process improvements that we were planning. The reports will be used by the change manager, the IT operations manager, the project management office (PMO) and the service level managers.
We spoke to the various stakeholders, to understand what was important to them and identified four critical success factors (CSFs) for change management. These CSFs were:
Protect the business from the adverse impact of IT change
Facilitate the rate of change that the business needs
Provide knowledge and information about new and changed services needed by IT and business staff
Make efficient use of IT resources
Your critical success factors may be very different to these, but you should be able to come up with a list that works for your stakeholders. Another good starting place to help you think about CSFs is the examples in the ITIL Service Transition book (but don’t copy these either).
The CSFs don’t have to be directly measureable, it is more important that they are words that the stakeholders agree with, and that summarize the outcomes they want from the IT change management process.
The next step is to identify up to3 KPIs that could help to demonstrate that you have achieved each CSF. The KPIs won’t “prove” that you achieved the CSF, but they will help to indicate how well you are doing against that CSF. It’s quite acceptable to have the same KPI for multiple CSFs, and it’s important not to define too many.
While we were thinking about change management KPIs we realized that we needed better data about change success. Every change was being marked as successful unless it had been backed out, but this didn’t give us the information we were going to need to establish our CSFs. We decided to evaluate each change based on:
Was the changed fully implemented, without needing to be backed out?
Did change implementation use the time and resources that were predicted?
Did the change cause any incidents?
Did the change deliver the results that the customer expected?
This resulted in us defining a number of change closure codes, to distinguish between changes that fully succeeded and those that had one or more issues. We also added a new incident closure code to indicate when an incident was caused by a change.
We could now define KPIs to support our CSFs.
CSF1 - Protect the business from the adverse impact of IT change
Reduced number and percentage of changes that cause incidents
Reduced total business impact of incidents caused by changes
CSF2 - Facilitate the rate of change that the business needs
Increased number and percentage of changes that used the predicted time and resources
Increased number and percentage of changes that delivered the results the customer expected
Increased satisfaction rating for change management from PMO and from end customers
CSF3 - Provide knowledge and information about new and changed services needed by IT and business staff
Increased percentage of changes that provided knowledge articles for the service desk
Increased satisfaction rating for change management from IT staff and from end customers
CSF4 - Make efficient use of IT resources
Increased number and percentage of changes that used the predicted time and resources
Reduced number and percentage of urgent and emergency changes
This resulted in a fairly small number of KPIs to measure and report, which were focused on what the stakeholders cared about, and could be used to help us understand the effect of process improvements that we were planning.
Analyis of planed targets and accomplished targets
I agree with the good answer of Mr. Gourab Mitra.
Through:
1- Quick Wins
2- Customer satisfaction
3- Employees's obligation
4- Encourage of top management
If the cahnges not affecting the project deliverables in terms of time, cost, or qualit
Simply by analyising the objective targets & the concepted targets as well too
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