Change with Impact

Impact Case and Governance Model

Faster change with greater impact

Faster change with greater impact has been Implement Consulting Group's key offering for years. Our method for achieving this involves the combination of two key concepts: the Impact Case and the Governance Model.

Impact Case and Governance Model

As the term suggests, the Impact case focuses exclusively on project impact. It refers to our way of formulating, communicating and monitoring the goals that are set out in the business case.

The Impact Case falls into two phases. Phase one involves the formulation of a strong impact case, which specifies the commercial and behavioural impact of the project. Here, the impact is translated into clear goals that can be measured during as well as after the project is completed.

Phase two is all about ensuring constant focus on impact. This is visualised on the impact board that constantly tracks performance by the use of a baseline assessment and key performance indicators.

The Governance Model describes the organisational framework necessary to realise the impact of a given project. Implement’s Governance Model is clear and simple. It consists of six designated roles: project owner, steering committee, project manager, impact owner, quality responsible and project team.

The impact owner plays a unique role. This person is responsible for realising the impact of the project. That is why he is involved early on, helping to draft the business case and define the impact. Ideally, this role should be assigned to a manager who stands to benefit from the project’s impact.

Results delivered on time and on budget

The unique combination of the impact case and the Governance Model has been tried and tested on development projects in the private and public sector. All projects have delivered change with impact – on time and on budget.

Impact case


  • Project Governance

    For project steering committees to perform excellently all members need to offer their full commitment to the project – they all need to be pigs. In addition four other skills and competencies need to be present in the steering committee.

  • Basic governance of projects

    This article describe why top managers crave to install basic governance of projects, it describes the content of the four handles, discusses implementation issues and points ahead to the more advanced project governance issues after getting in control of the basics in the project realm.

  • Measuring the impact of training

    4 out of 5 companies do not get any significant impact from training employees or do not make any effort to measure and document whether the training has an impact.

Implement Consulting Group

Featured clients

How a new and powerful project organisation transformed the company
In just two years, KMD has adapted to completely new market and investor demands. This was achieved by transforming a chaotic myriad of projects into a transparent, value-driven portfolio overview spearheaded by capable project managers. The effect is increased internal satisfaction combined with multi-million savings obtained through a tighter focus on costs and optimisation of project execution.
Business case culture at Copenhagen Citizen Service
Development of business case culture
Copenhagen Citizen Service is spearheading a large number of digitisation projects in the City of Copenhagen, where there is a demand for more efficient work procedures. In cooperation with Copenhagen Citizen Service, Implement designed a training programme where we worked with the method on actual cases, thus anchoring and ensuring ownership of the method in Copenhagen Citizen Service.