Project Impact Assessment

Programs/Projects are subject to risks in various aspects with different impacts and complexities. The risk assessment can be achieved by evaluating the consequence and complexity factor for each individual aspect and subsequently integrating the outcomes into a structured risk rating system where an overall risk rating of the project can be provided.

Tick the areas that are applicable to your program/project. Choose appropriate Scale and Weight for each selected area

Please provide your Name and Email address to receive the results of this Questionnaire Scorecard.

Consequence

Impact Type: Strategic

  ID   Weight Scale Low Consequence High Consequence
1. Political
Potential for political impact on the organisation and/or program or project
Unlikely to attract any political interest Political interest sufficient to pose a risk to the project eg delay in approval
2. Stakeholders
Extent to which stakeholders (internal/external groups) are interested or might be impacted by program/project
Low impact on internal agency stakeholders. No interest by external stakeholders or change expected Impacts on multiple stakeholders and/or community interest groups
3. Financial
Financial status and/or complexity of financing strategy
Funding is budgeted within existing program provisions Significant financial exposure and/or requires additional/new funding
4. Community
Extent of impact on or interest in the proposal by business and the wider community
No or very minor business/community concerns or impacts Very significant community and or business issues or concerns
5. Sustainability
Contribution towards sustainability outcomes (e.g. access to jobs/housing/growth centre; increased community prosperity; environment/heritage management)
No or very minor environmental, heritage, social/economic impacts and cost. ESD is not a consideration Very significant environmental and/ or heritage, social/economic impacts and cost. ESD is a key consideration

Impact Type: Operational

  ID   Weight Scale Low Consequence High Consequence
6. Impact on Customer / Client Service
Extent to which proposal impacts on delivery of customer/client services
Little or no change in service delivery Significant change to service delivery
7. Impact on your Business
Implications for organisation business e.g. reengineering, change management, staff resources etc
Requires no change in the way the organisation manages or organisation systems or practice or staff resources Requires extensive changes to the way the organisation operates, including systems/practices & staff resources
8. Dependencies
Does proposal rely on outcomes or contribute to outcomes of other project or programs
Stand-alone project. No other programs or projects impact or dependent on delivery Project interfaces with other projects. Other programs / projects largely impacts or dependent on delivery
9. Duration
Potential for program or project rationale or alignment to change over life of program/project
Short duration with no chance of change in business rationale or need for the program/project Extended program/project duration that is likely to see issues with relevance of rationale and/or alignment with business case objectives

Total Score:

Complexity

Impact Type: Strategic Importance

  ID   Weight Scale Low Complexity High Complexity
1. Political
Potential issues or changes that may disrupt the proposal or cause the organisation to expend additional resources
No political interest or not requiring management of issues/changes Multiple interests and risk of changing political agendas requiring special handling
2. Stakeholders
Extent to which stakeholders (internal/external interest groups) are interested in program or project
Little or no interest by stakeholders or change expected in stakeholder environment Significant interest by multiple groups. Special management of external communications and stakeholders required
3. Community/Public
Extent of impact on wider community
Little or no impact/interest for community, business or the wider public High profile program or project with the community, business and the public at large

Impact Type: Service Delivery

  ID   Weight Scale Low Complexity High Complexity
4. Policy and / or legal
Policy, legislative or legal framework around which the project is structured
No legislative or legal implications Requires change to government policy, potential legislative impediments and/or high probability of legal challenge (e.g. Land and Environment Court)
5. Change to Customer / Client Service
Impacts on service delivery
Little or no change to service delivery. Minor variances accomodated with change management systems in place Will cause extensive changes to service delivery and may require change to business processes across the organisation
6. Dependencies
Extent of dependencies. Is program/project reliant on outcomes of other programs or projects? Does program/project contributes to others?
Stand alone. No dependencies or impact on other programs or projects Program/project interfaces with other projects. Successful delivery of program/project necessary to realise benefits accruing from other programs/projects and vice versa
7. Sustainability
Extent of sustainability requirements - challenges and complexity of social, environmental and heritage requirements
Implications of sustainability agenda established & manageable. No significant changes in environment/heritage commitment envisaged Multiple sustainability issues. Significant environmental/heritage requirements or outcomes likely to be imposed or required
8. New technology and/or innovation
Requires new technology and/or innovation
No new or unproven technology, design and/or construction features. Low level of innovation, and relies mainly on proven practice New technology and/or high level of innovation in design and/or construction required to achieve targeted outcomes. Implementation complexity or uncertainty
9. Delivery & Contracting strategy
Delivery / contracting strategy used to achieve program / project objectives - established or alternative or more innovative delivery and/or contract strategies needed
Relies on established traditional delivery and standard contract Complex and/or innovative delivery method & contract arrangement. Potential exposure for risk transfer to client through delivery method such as alliance style contract or having multiple suppliers, arrangements such as alliance contract model or use of multiple supplier arrangements. Requires purpose formulated form of contract, resourcing and management strategy
10. Financial (budget provision)
Level complexity involved in fianciang program/project and funding options
Project is budgeted from within existing provisions Financing not in place, complex financing arrangements, budget scope uncertain
11. Governance
Degree of complexity in governance and / or management structures
Straightforward and established governance structure. Roles & responsibilities established and understood. Key senior management positions in place Complex or multi-faceted governance or management structures. Governance and/ or management structures likely to change. Senior management not confirmed

Impact Type: Capacity and Capability

  ID   Weight Scale Low Complexity High Complexity
12. Program/Project team
Sourcing & retaining experienced program/project and capable program/project team
No resourcing issues. Existing team adequately resourced to manage and deliver program/project Key skills and expertise lacking or not available when required. Program/project team skill gap may delay completion. No previous experience with technology or delivery/contracting system or program/project of scale/complexity
13. Leadership
Leadership capacity, support and continuity
Proven leadership capacity and experience. Stable leadership and working environment. No unforseen pressures Uncertain leadership and challenging working environment. No previous responsibility or experience in program/project of similar scale/complexity
14. Stakeholders
Extent of stakeholder (internal and external) support, confidence in program/project
Program/project accepted as a priority across all stakeholder groups. No expected change in stakeholder environment. No impact on organisation reputation Changing environment. Business priority uncertain or inconsistent or changing. Significantly different priorities between stakeholder groups. Significant impact on organisations reputaion
15. Suppliers/Contractors
Supplier/Contractor market availability, experience & capbaility
Experienced & proven market capability. Supplier/contractor skilled resources readily available Overstretched market unlikely to meet demand. Unproven or questionable market capability due to new technology, design and/or construction features required; shortage of key skills/resources. Supplier base capacity/capability threat to program/project delivery timetable

Impact Type: Project/ Program Scope

  ID   Weight Scale Low Complexity High Complexity
16. Duration
Program or project duration challenges. Potential for program/project rationale or alignment changes
Program/project delivery requirements are not challenging. No external drivers that would suggest a milestone change. Program/project contingency sufficient & has been probability tested Program/project timelines are very challenging. Critical 'non negotiable' deadlines. Major changes to deadlines likely. Insufficient program/project float or contingency. Limited delivery contingency options
17. Budget
Program or project budget challenges and certainty. Size of program / project budget and comparisson to agency annual expenditure
Budgets within delegations. Cost small relative to overall organisational program/project. Budget agreed and risk adjusted Budgets outside delegations. Budget not agreed and / or risk adjusted. Cost is significant and/or greater than normal organisational program / project expenditure
18. Benefits
Identification of benefits and ability to measure, track and realise
Anticipated benefits are small. Benefits identified, measurable and achievable. No anticipated changes which might reduce benefits Benefits are significant. Difficult benefits realisation requirements e.g. multi organisation reform or system reengineering dependent. Benefits are difficult to measure

Total Score:





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