In keeping with my practical, as efficient as possible approach, I have to ask Why? Why the push lately for metrics, ROI and just plain justification? Maybe we are on the long tail of the same pattern from HR, OD, Human Capital (did I miss any?)…Somehow there is a group think around the need for metrics for the “people side”.
You would think that is coming from the business focused metrics guided senior executives. Only one snag- from one career and one CM practitioner- in my 13 years working with over 70 firms I have never had a senior leader ask for metrics. And I, wisely I think, do not suggest them.
The last thing I want is for the insufficient CM budget to be stripped further by metrics design and gathering. Although if you are a client reading this a full budget with the opportunity to design the metrics would be nice…
Let’s formulate the front end.
There are two types of CM to consider. One is the kind that gets inserted or overlaid on the project process, the other my horizontal/circular view of change. For mine ongoing operational measures can often be used since large scale transformational change must be weaved into the organizations overall process. For the other the only true measures would be speed to get change accomplished and effectiveness against inevitable slowdown.
Both have problems. It is not fair to use operational metrics when you are mixing in more work and effort. The “more” slows things down while the CM helps get to the new state, but they likely balance out. Speed only works if you have an equal initiative to measure against. Same with facilitating slowdown.
CM at its core is a discipline that helps corral and funnel work and effort toward the accomplishment of a business goal. A good measurement of that would show that less time was spent on understanding, learning, collaborating, dialoguing and planning than would have happened without CM. I personally would value subjective measures taken from stakeholders (senior leaders being part of that category). Surveys and questionnaires can turn those responses into measurements. The ask why approach must be critically evaluated since those tools are favorites of consultants looking to expand their revenue base (and are, apparently, crucial for that group looking to legitimize).
Now my commentary.
If assumptions are wrong, then approaches are tainted, which makes results less than optimal, which begs the question, Why measure a substandard delivery? Previous posts of mine have pushed the idea of separating CM from typical performance measures. This metric group think is a perfect example of the desire to monitor and control, coincidentally one of the foremost roadblocks for change.
This is also another example of pushing CM deeper into the organization since it is analysts that will typically do the work of actual measurement. This is a connection and use of time that is essential to successful CM. The work of connecting to and gathering metrics would (I avoided using will although human nature as it is that is the right word) take away valuable connection time with stakeholders. So it becomes a time issue as well as a money issue-two strikes. And, of course, that time now potentially effects the actual metrics and makes CM look less successful- nice loop.