The merger is done and it should be time to sit back and relax a bit. Now management is busy putting the new company together and everything is on track. Trouble is, management, your board, and Wall Street may not take your word for it. Booz Allen Hamilton’s Gerald Adolph writes in Corporate Dealmaker magazine that determining how to measure merger success should be part of the earliest post-merger integration planning. There are three major challenges, Adolph says: 1) separating merger benefits from other nonintegration business and market changes; 2) demonstrating that the merging companies are doing what they said they would do (and if not, are deviating from the plan in a controlled fashion); and 3) quantifying the bottom-line impact of the merger integration.