From idea to impact
Many projects are started with a good vision and a good ambition. The projects often has an ROI based on that the organsiation may reduce costs and/or increase income as well as other positive effects for the investment made. But how do we ensure that all positive effects are utilized in operations? Our business modell will help you with the important work to follow up the effect repatriation in your business!
Success Factor # 1: Choosing the right projects
The majority of organisations develop by starting and implementing projects. The idea behind each project will often assume that someone has discovered a need in the daily operations. The problem is that the ideas tend to be many, and it can be difficult to know which projects will be started.
Textbook example tells us that we should first establish an investment calculation that gives us an accurate decision support. Then prioritizing the ideas and decisions are made about which projects should be implemented.
The reality looks very often different, and many projects are started on false grounds. The reasons for this vary ofcourse, but one common factor is that they have not investigated enough what the impact will be and what they provide in the long run.
With well-planned processes for prioritization work will proceed, the impact of the ideas properly analyzed, the right project started and the business get desirable impact in the end.
Success Factor # 2: Unified approach
Through a unified approach, the organization get the best possible condition to succeed into turning ideas into positive developmental impacts. Here it is important to let the project office be part at the whole journey, from idea generation, through project implementation, to monitoring the impacts.
In addition to the said investment calculations, it must be understood a project methodology with project model and document templates are in place. Uniform procedures for resource reservation and timecards are other key functions that must work.
Often these rules and frames paper products are deposited in a binder. The human factor takes over, stressed employees begin to choose the procedures to be followed and shortcuts taken. The consequence is understood that the projects do not keep cost, quality and schedule.
With a unified approach, with clear routines and simple rules, the project may be a greater chance of delivering the desired results, and a solid foundation for later follow-up effects.
Success Factor # 3: Never let go of focusing on the impacts
Perhaps the biggest challenge during the lifecycle of a project, is to never let go of the focus on outcome targets. Investment estimate during conceptual phase gives a first idea of the effects that can be expected.
The project is then driven by resource management, current forecasts and status reports, where some values are flagged to simplify reporting, monitoring and follow-up. When the project is completed, you implement the outcome, and after a time, you followup on the impacts.
Once the project is started, however, it is common for all the focus to the actual implementation and the product it will deliver. But without a focus on the impacts, there is a risk that the project is guided in the wrong direction, and the impacts targets are missed entirely.
With a model of how and how often the impact will be measured – even after project delivery – increasing the chances that the business really get the impact they wanted already at the conceptual stage.