1.
Determine the effectiveness of the process.
Evaluation, Adjustment, and Closure
A. Outcomes.
1.
Determine the effectiveness of the process.
2.
Determine the effectiveness of implementation operations.
3.
Implement adjustments in the process that improve performance.
4.
Bring the process to closure or shift to a new process.
B. Table of Contents.
1.
Comprehensive Evaluation.
a.
Roll up Evaluations from Each Step and Each Event.
b.
Integrate Intervention Results with parallel Interventions.
c.
Identify for Further Study Unforeseen Conditions.
2.
Update Technology/Literature.
a.
Update/Upgrade Software.
b.
Update/Upgrade Liteature.
c.
Integrate Results into On-going CORE Data Study.
3.
Create Best Practice Literature/Documentation.
a.
Create Best Practice and Case Study Literature.
b.
Publish Results.
4.
Publish Learnings/Advancements - Expand Market.
a.
Broadcast Specific Learnings to Benefit Clients.
b.
Revisit Market Opportunities.
5.
Create Closure.
a.
Engage in an Intervention Clinic.
b.
Archive Data.
c.
Source Document Destruction.
d.
Celebrate Successes and Learnings.
C. Attachments.
1.
Agendas.
a.
Process Evaluation.
b.
Team and Issue Resolution Evaluation.
c.
Process Adjustment(s).
d.
Learning Exchange.
e.
Develop Closure.
2.
Literature.
a.
Transcribed Charts.
b.
Evaluation Summary.
c.
Transcribed Charts.
d.
Best Practice Documentation.
3.
Presentation(s).
4.
CapacityWare Checklists.
Supporting Documentation
Navigate to the desired goal by making adjustments that will achieve desired outcomes.
A. Metrics. Determine in advance what metrics will be used to measure success. There may be an initial tendency to measure everything, rather than a few correct items. Experience will dictate what gets measured and when.
B. Dual Evaluations. Evaluate the individual events and conditions, and the overall initiative results. Did the events, for example, meet expectations, and did the cumulative impact of the entire project achieve the desired results. These two considerations must be linked for an effective evaluation.
C. Navigation. Adjust while underway if indications demand adjustment, but think through the implications of any modifications made. Make course corrections as necessary, but don’t abandon an entire plan just because an early-on adjustment would make things easier in the short-term.
D. Immediate and Long-term Feedback. When evaluating, use some mechanism for immediate feedback, and plan for a long-term assessment as well. Plan for an immediate evaluation, one at the end of a 90-day period (for example), and another at the end of the first full cycle (perhaps a year or eighteen months down the road).
E. Consider the Users-user. Visit the users-user. There are direct users of any process as well as indirect users or secondary users. Take the time to determine the impact of any initiative on the larger system. It would be too bad to make improvements at the first echelon only to find out later that grave unforeseen damage is done to the larger system.
F. Share Lessons with the Extended Team and Whole Organization. Share the evaluation with those involved with the project in order to foster organizational learnings. Many people will migrate from one project to another without learning the long-term impact of projects they worked on years before. The whole system will benefit if lessons learned are well circulated.
G. Publish Impacts. Look for and publish any impacts that were realized beyond those that were anticipated. Often, ancillary benefits are gained in a project that could not have been forecast at the outset. Naturally, the same is true for adverse impacts.