Contribution analysis

Contribution analysis
See also
Impact of information on decision-making Stakeholder management plan Economic feasibility Functions of research Design risk assessment Decision point Value added statement Consumer decision making process Risk analysis in project

Contribution Analysis is an access for estimating causative questions and extrapolating causality in real-life program assestment. It provides a phase by phase treatment built to assist researchers, managers, decision makers and come-up with conclusions on the contribution that program they have built has made or is about to make to specific result. Contribution analysis’ core value is that it provides a method built to decrease unclarities and uncertainties about the reinforcement that the interference is attributing to the monitored outcome via the raised understanding of the reason of occurrence of the monitored outcome.

Contribution analysis is very useful particularly in positions where the project is not based on a trial but in position where the project has been financially backed due to precisely articulated theory of change but also in situation where little to non-scope for diversification of how this project is setup. Contribution analysis assists to validate or re-evaluate a theory of change; but that is not designed to unleash and show a to-date substance or complicated theory of change. Contribution analysis report should not be considered as unconditional proof, but instead should be considered as evidence and root of cause from which managers can extract a result that the project has added a significant contribution to the monitored outcome (Mayne J. 2008, p. 1-4).

Six important steps to create a powerful contribution analysis

Six important steps to create a powerful contribution analysis (Mayne, J. 2011, p. 8-25):

Determining the Attribution Problems State the precis questions that are being pointed out. It is worth to mention that not all type of cause-effect questions is serving to purpose. Contribution analysis is more suitable for questions like: Has the project impacted the monitored outcome? What is the reason why that particular result has occurred? Questions for the management: Is it comprehensible to come up with conclusion that the project has made an impact? What does the precedence of proof indicate how effective the project is making an impact?

Create a Theory of Change and Indicate Risks to It Built the project chain of logic and result that is explaining the project work flow. Spotting external factors are also crucial and can be counted accountable for the observed results. On that result, build the theory of change that is taking the project as base. The theory of change that has been built based on the project must lead to a reasonable correlation between project's activities and the outcomes that are in favor. This theory should also include the external factors that can or might influence the expected outcome.

Collect the Available Proof in the Theory of Change Firstly, it is always good practice to use previous project related evaluations or sort of researches that has been conducted to evaluate the current theory of change. What proof is available at the moment about the different results are appearing? Also, the connections that are mentioned in the theory of change must be to be evaluated. What proof that is available at the moment on the supposition and risks on these connections?

Piece Together and Evaluate the Contribution Story With the collection of the evidence's information, project managers now can build up the contribution story that emphasizes why assuming that actions that are taken on the project have impacted to the monitored results are reasonable. Now it is time to assess it: How convincing is the contribution story? Do other plausible managers agree on the contribution story? What are the week points of the contribution story?

Search for the Extra Proof Pointing out in where the story is less convincing, additional proof is now collected to enhance the proof on the outcomes have formed, level of rationality of the key assumptions but also the role of the external contributions and factors on the monitored outcomes.

Re-Evaluate and Enhance the Contribution Story In the light of additional evidences, company now is able to establish more trustful contribution story that a plausible person most likely can go along with. The contribution story will not be strongly unfalsifiable but additional proof will make the story comprehensive.

Benefits

Contribution analysis provides the following benefits (Patton, M.Q. 2012, p. 374-376):

• Contribution analysis can enhance the envisioning and execution stage of an attempt by raising the stand for specifically pointed out planned theory of change, the results and actions to be taken to meet them.
• Gives a precise phase by phase guidance to assist managers and stakeholders that are related to the topic to evaluate the contribution to results.
• The contribution analysis is very useful in the case where the particular project has been financially backed up if this project has been already taken on the basis of the precisely and carefully structed theory of change.

Examples of Contribution analysis

• Contribution analysis can be used to evaluate the impact of different marketing channels on sales. Companies can use contribution analysis to identify which channels have the most impact on their sales, and allocate more resources to these channels for better results.
• Contribution analysis can be used to measure the impact of a new product launch. Companies can use contribution analysis to identify how much of the sales volume is attributable to the new product launch and to measure the success of the launch.
• Contribution analysis can be used to measure the impact of new initiatives in customer service. Companies can use contribution analysis to identify how much of the customer satisfaction and retention is attributable to the new initiatives and determine if the changes are effective.

Limitations of Contribution analysis

Contribution Analysis has certain limitations which must be taken into consideration when using it. These include:

• Difficulty in isolating the effects of a program or intervention from other factors. Contribution Analysis does not account for the effects of external factors, such as the economy or the environment, which can have an effect on the outcome of the program or intervention.
• Difficulty in quantifying the impact of the program or intervention. Contribution Analysis does not provide a precise measure of the impact of the program or intervention, since it is impossible to accurately determine how much of the outcome is due to the program or intervention.
• Difficulty in determining the cause of the outcome. Contribution Analysis does not provide a definitive answer on the cause of the outcome, since it is impossible to determine all of the factors that may have contributed to the outcome.
• Difficulty in determining the impact of the program or intervention over time. Contribution Analysis does not provide a comprehensive measure of the impact of the program or intervention over time, since it is impossible to determine the long-term effects of the program or intervention.

Other approaches related to Contribution analysis

Contribution analysis is not the only method available for understanding the impact of a program. There are a few other approaches that can be used. These include:

• Outcome Mapping: Outcome mapping is an approach to monitoring, evaluation, and learning that emphasizes the understanding of changes in the behavior of the people involved in a program. It focuses on the achievement of outcomes instead of inputs and activities.
• Process Tracing: Process tracing is a qualitative evaluation method used to understand the processes behind the outcomes of a program. It focuses on tracing the specific sequences of events that led to the outcomes.
• Logical Framework Analysis: Logical framework analysis (LFA) is a program evaluation method that focuses on the logical connections between a program’s inputs, activities, outputs, and outcomes. It allows evaluators to visualize the logical links between a program’s activities and outcomes.
• Counterfactual Analysis: Counterfactual analysis is a method used to assess the impact of a program by comparing the observed outcomes with what would have happened in the absence of the program.
• Impact Evaluation: Impact evaluation is a method used to assess the impact of a program by comparing the outcomes of individuals who participated in the program to those of individuals who did not participate.

In summary, contribution analysis is just one of many methods available for understanding the impact of a program. Other methods include outcome mapping, process tracing, logical framework analysis, counterfactual analysis, and impact evaluation. Each method has its own strengths and weaknesses, and the right method will depend on the specific program being evaluated.

References

• Mayne, J. (2008), Contribution analysis: An approach to exploring cause and effect, ILAC Brief 16
• Mayne, J. (2011), analysis: Addressing cause and effect, Final Draft, Ottawa
• Mayne, J. (2012), Contribution analysis: Coming of age?, SAGE
• Patton, M.Q. (2012), A utilization-focused approach to contribution analysis, Evaluation 18
• Yin, R. K. (2008), Case Study Research: Design and Methods, 4th Edition, Sage

Author: Iryna Vasilieva