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How to Evaluate the Impact of Change Strategies

To measure the effect of you changes you need to collect data before, during and after the change you implement. With this data you can evaluate and compare your progress with the goals you set.

Key Performance Indicators (KPIs) are metrics that link organizational vision with individual action.

How to implement KPIs:

  • Define what you want to measure
  • Collect baseline data
  • Define the result you are aiming for
  • Collect data during the process of change
  • Chart your progress
  • Ask question

To get an indication how a process is completed and it is capable of improving itself (through feedback and qualitative measurement) you need to define the different levels.

According to the Software Engineering Institute, CMMi helps to “integrate traditionally separate organizational functions, set process improvement goals and priorities, provide guidance for quality processes, and provide a point of reference for appraising current processes.” (Software Engineering Institute, Carnegie Mellon, 2012).

So to measure the maturity of our changes we can use the CMMi model (as a best practice model) to define this maturity. This is mostly done by checklist that will be filled in (by Internal/External Auditors) on a regular basis so the maturity and changes can be measured.

How do you Evaluate the Impact of Change Strategies?
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Author: Rieco de Jong (All Rights Reserved by the author).
Source: Original text, based upon first hand knowledge and the following bibliography:
· Atkinson, S., Martin, E., & Hinksman, S. (2010). CHAMPS2 – Realising Transformational Change. London: The Stationery Office (TSO).
· Mintzberg, H. (1990). The Design School: Reconsidering the Basic Premises of Strategic Management. Strategic Management Journal, Vol. 11 , 171-195.
· Prosci. (2012, June 24). Change Management Learning Center. Retrieved June 24, 2012, from Change Management Learning Center:
· Rance, S. (2011). ITIL Service Transition (2011 Edition ed.). London: The Stationary Office (TSO).
· Slack, N., Chambers, S., & Johnson, R. (2001). Operations Management (3rd edition ed.). London: FT Prentice-Hall.
· Software Engineering Institute, Carnegie Mellon. (2012). Software Engineering Instittue, Carnegie Mellon. Retrieved February 2012, from
· Stassen, R. (2006). Handleiding positiebepaling op basis van het INK-managementmodel ‘Ondernemingen’.Zaltbommel: INK.
Images: © racorn – and Jong Consultancy
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