Who is missing from the result?
See the range of possible outcomes when some people are missing from the follow-up.
Prova Tools
Try the numbers. See what changes.
Explore missing follow-up, reporting time, changes in who is included, and the capacity needed to clear a backlog. Change the example numbers and see what follows.
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Explore missing follow-up
How much time does reporting take?
Compare the participant and staff time needed by two ways of reporting.
What could a different mix do to the result?
See how changing the balance between two groups can move the overall percentage.
What would it take to clear the backlog?
See how incoming work and weekly capacity determine whether a queue shrinks or grows.
Missing follow-up
Who is missing from the result?
A percentage can look different once you include the people whose outcomes are unknown. Put both views next to each other.
Use one defined group, one outcome, and one follow-up date. The starting numbers are an example.
Possible rate across the whole group
45–70%
The recorded outcomes show 60%. They cover 150 of the 200 people in your group.
0%100%
Recorded positiveMissing outcomeRecorded, not positive
There are 50 missing outcomes. The lower end assumes none were positive; the upper end assumes all were positive.
This range makes no assumption about missing outcomes. It does not establish whether the program caused the result.
Reporting time
How much time does reporting take?
A short survey can add up across people and reporting cycles. Include the staff time needed to prepare it, then try an alternative.
Compare two ways of collecting and preparing the same reporting. Change the example estimates to match your work.
Staff hours are the team’s combined time per cycle. Count each person’s time once.
Time released by the alternative
56 hours / year
Current112 hours / year
Alternative56 hours / year
People providing informationStaff
- People providing information
- 80 → 40 hours / year
- Staff
- 32 → 16 hours / year
How this is calculated
People’s annual time = people per cycle × minutes per person × cycles per year ÷ 60.
Staff annual time = combined staff hours per cycle × cycles per year.
Compare the time alongside the information each option provides and any reporting requirements you need to meet. Explore the measurement guides →
Group mix
What could a different mix do to the result?
The overall percentage can move even when neither group’s outcome rate changes. Hold the rates fixed and change the numbers of people included.
Use two groups that do not overlap. Each current count should match the people its outcome rate describes, using the same outcome definition and period. The starting numbers are an example.
Both outcome rates stay fixed across the two mixes. Enter 0 people if a group is absent from one mix.
Decrease from the different mix
10percentage points
The overall result moves from 60% to 50%. Group A stays at 80% and Group B stays at 40%.
Current mix · 200 people60% overall
Alternative mix · 200 people50% overall
Group AGroup B
Bars show each group’s share of the people included. Percentages are rounded for display.
A different balance between the groups can change the headline percentage even when neither group’s rate changes.
How this is calculated
Overall rate = (Group A people × Group A rate + Group B people × Group B rate) ÷ total people.
Each rate is weighted by the number of people it describes. The difference between the two overall rates is expressed in percentage points.
This scenario holds group rates fixed. It does not establish why a real result changed or predict either group’s future outcomes. Explore the portfolio and comparison guides →
Backlog and capacity
What would it take to clear the backlog?
Only the capacity left after new arrivals can reduce a backlog. Compare two weekly completion rates and see what difference that makes.
Use one kind of work, such as applications, referrals, or requests. Enter whole items and a steady weekly flow. The starting numbers are an example.
Use a completion rate the team can sustain, including work on new arrivals. Incoming work stays the same in both scenarios.
Time until the backlog reaches zero
Current capacity
50 items completed / week
40weeks
5 items per week can reduce the backlog after new arrivals are handled.
Alternative capacity
55 items completed / week
20weeks
10 items per week can reduce the backlog after new arrivals are handled.
The alternative reduces the estimate by 20 weeks (50%). A small capacity increase can make a large difference when little capacity is left after new arrivals.
How this is calculated
Weekly capacity to reduce the backlog = items completed − new items arriving.
When that difference is positive, weeks to clear = starting backlog ÷ weekly capacity left. The estimate rounds up to a whole week.
If completions equal arrivals, an existing backlog stays level. If arrivals exceed completions, the backlog grows. With no starting backlog, enough capacity keeps it clear.
This assumes constant weekly arrivals and completion capacity, comparable work, and no other additions or removals. It estimates when the whole queue reaches zero, not an individual’s waiting time.
Keep the question in view.
These tools make a calculation visible. Your team still needs to judge the quality of the inputs, the people affected, and what the result means for the work.
A practical first step
Bring the question behind the numbers.
If the next decision needs a closer look at your program or information, Prova can help work out what would be useful.
Discuss an engagement