10 9,8 7,6 5,4,3 2,1,0

Category Best of Breed (best practices plus demonstrated Good (practices plus achievement) Acceptable (practices plus achievement) Poor (minimal practices/control) Red
achievement) Proactive Reactive

1 Client and Clear scope aligned with business need, deliverables,
Scope schedule, acceptance process and benefit realisation
Clear sponsor and customer obligations
Recognized standard of change control
score 9 if approaching best of breed, otherwise score 8 score 7 if approaching good, otherwise score 6 score 5 if approaching acceptable, 4 if corrective actions are being score 2 if approaching poor, 1 if corrective actions are being implemented
implemented but have not taken effect yet, otherwise 3 but have not taken effect yet, otherwise score 0
Clear scope aligned with business need, deliverables, Scope aligned with business need, deliverables, schedule, Scope lacks sufficient definition for acceptance criteria Scope does not contain acceptance criteria or sufficient
schedule, outline acceptance process and benefits benefits and acceptance criteria are articulated but lack and for confident implementation or benefit realisation detail for implementation
realisation clarity
Clear high level sponsor and customer obligations some Sponsor and customer obligations apparent but lack Sponsor and customer obligations are vague and benefits Sponsor and customer obligations are not stated;
ambiguity in detail clarity are not fully articulated. benefits are not articulated
Change control process essentially sound but may be Change control in place but with some clear Informal or ineffective change control No change control process
slow or fail to fully communicate consequences of change shortcomings

2 Risks & Project team is fully risk and opportunity aware Risk and opportunity management built in to day to day Up to date risk registers in place identifying actions with Risk registers exist but may not be up to date and risks No risk register or plan to adress risk
Opportunities business monthly review cycle not well articulated
Project Management is Risk Management All project team understand and manage risks and Risk owners identified some coordinated action and Not all risks allocated owners Risk Management not considered part of Project
opportunities they own and share information across the sharing of information Management
project team
Risk management processes benchmarked against good Regular risk management training provided In house core of expertise formally trained in basic risk Variable availability of staff, limited or no training No dedicated risk management resource or training
practice management skills
3 Planning and Performance baseline, forecasts, risks and opportunities Performance analysis identifies variance against baseline There is a level of understanding of scope and data Process and practice exists but are not documented There are no processes to manage planning &
Scheduling are assured and trends are established for major project elements structures have been created that define accountabilities scheduling. Project Manager does not 'own' the schedule.

Knowledge share is in place both internally and with other Project control information is used to drive management A performance measurement baseline is established for There is a good level of knowledge and buy in to the ethos Project schedules exist but do not represent the entire
industries; the project is recognised as upper quartile action time, cost & resource management with a critical path, of planning & scheduling within the project team and scope; the critical path has not been identified.
which provides the basis for management of change and supply chain
reflects the project approach to risk management

4 Organisational Project & business objectives aligned & fully understood Fully understood and communicated project objectives; Project & business objectives aligned & fully understood Project objectives not fully understood; possibly mis- Project objectives not communicated; possibly not
Capability and by the team; achievements celebrated. Project process aligned with business objectives. Project process and by the team; Project process and management systems alignment to business objectives. Project process and aligned to business objectives. No project process or
Culture and management systems being followed and accredited management systems established and being followed established management systems being established management systems being followed.
as an industry exemplar

Adequately staffed and trained project team with Adequately staffed, trained and aligned project team - Plans to adequately staff, train and align project team - Some gaps in staffing of the project team; variable Insufficient resources; the have inadequate skills &
development plans and minimum turnover planned: tested by survey: Integrated with all key functions being tested by survey; integrated with all key functions decision making /accountability and lack of team experience.
Integrated with all key functions represented with a track represented with decision making accountability to be represented with decision making accountability. alignment - not tested by survey
record of success from previous projects.
All roles and responsibilities documented and published; Key roles and responsibilities clearly documented and Key roles and responsibilities documented and main Roles and responsibilities partially documented and main Communication gaps or concerns; unclear leadership;
main tasks documented with effective on line action published; main tasks documented with action planning tasks documented with action planning and tracking of tasks partially documented with action planning and unclear or shifting objectives
planning and tracking. and tracking. critical path. tracking.
5 Supply Chain Decisions made on robust analysis and delivery and Decisions made on complete and reliable analysis. Decisions made on analysis addressing a few key Delivery and commercial models based on limited Decisions made on poor analysis and or key assumptions
commercial models reflect best practice. elements. analysis. remain unchallenged.
Organisation highly competent managing key decisions
Delivery organisation co-ordinated and fully integrated. and supply chain. Organisation has basic competency to manage key Limited skills, co-ordination and team working to drive Poor level of competency. Action not coordinated.
decisions and the supply chain. key activity and decisions. Stakeholders not sufficiently engaged.
Contract enables optimised delivery. Contract has thoroughly defined deliverables and
effective management processes for success. Contract covers key deliverables and essential Contract terms difficult or resource intensive to manage Contract does not establish an adequate framework to
Procurement applies well developed methodology leading management elements. and or not fully aligned to project. manage key risks.
to optimised tenders. Procurement will achieve good outcome for project and
commercially. Procurement will addresses essential requirements. Procurement broadly adequate, however opportunities Procurement planning, execution and outcome poor.
Contract management highly effective ensures control lost.
and optimisation of delivery. Contract management highly effective ensuring delivery Contract management adequately monitor delivery and Client and or supplier do not meet obligations. Status of
and guarding client interests. safeguard client interests. Contract management not aligned with contract or fully delivery unclear
effective.

6 Solutions Scope being delivered with no major technical issues or Definitive scope definition with supporting documentation Scope development complete, supported by process flow Scope definition based on assumptions with significant Scope definition not started
design changes and proven components, supported by peer review but not supported by peer review gaps in detail
No operational input to scope definition
Exemplary operations input with continuity into the Authorised by operations Reviewed by operations Development management process inadequate; lack of
operations phase operational input to scope development Serious technical problems causing schedule slippage
Appropriate IT development tools & environments; Ad hoc IT solution based on recently released products;
'State of the art' tools in use solution verified by independent expert simple tools in use with minimal development Problems with product quality & schedule delays
environment

7 Finance Cost, value and revenue are continuously monitored and
forecast
Variance from baseline attributable to identifiable cause
with evidence of corrective actions
Invoices issued and paid on time.
Cost, value and revenue are regularly monitored and Cost monitored & forecast monthly Cost monitored & forecast on an ad hoc basis No financial analysis in place
forecast
Anticipated Final Cost partially understood but cause of Anticipated Final Cost & variances from baseline not Baseline not understood
Anticipated Final Cost understood and any variance from variances from baseline not clearly understood understood
baseline attributable to identifiable cause Invoices & payments significantly delayed
Value & revenue monitored on an ad hoc basis Invoices & payments paid late
Invoices generally paid on time

8 Social Processes for the management of all facets of social
Responsibility responsibility (Political, Environmental, Social,
and Technological, Economic, Legislative plus Health &
Sustainability Safety) fully embedded in all aspects of project delivery
Real time, verifiable reporting in place
Processes for statutory compliance embedded
Ad hoc processes in place for key areas of Social
Responsibility
Processes embedded but scope limited to statutory
compliance
Key areas of Social Responsibility understood
Consideration given to statutory requirements only. No undersatnding of statutory social responsibility
requirements
Processes not embedded
No consideration given to social responsibility for project
delivery

9 Performance The performance baseline, forecasts of future
performance, risks & opportunities assured against other been implemented at all levels of the project
projects
Performance issues are escalated in a manner that
supports timely & informed decision making
A knowledge share process is in place, sharing best
practice with other industries. benchmarking of best
practice in an envioronment that supports continuous
improvement.
A comprehensive suite of integrated project controls have
Performance analysis drives management action,
identifying causes of variance & trends against baseline
Project controls capture benchmark information and help
improve predictability. Baseline reviews are conducted at
regular intervals to test the quality of the baseline &
management controls.
The performance baseline is supported by a good Process & practice exist but are not documented or No process to manage performance measurement, which
understanding of scope & accountabilities; performance repeatable is not integrated to Project Management
is informed by objective measures; control disciplines
operate in an integrated manner Data structures & the transaction of change do not No established baseline or baselines re-profiled in an
support accurate or consistent performance reporting uncontrolled way
The data structure provides a 'single source of the truth'
providing accurate & timely reporting Reports do not cover all aspects of the project and not Project manager's do not 'own' their baseline
integrated with the supply chain
Forecasts of future performance are informed by 'bottom
up' information, validated through trend analysis and a
single source of truth

10 Governance Responsibility recognised at board and project level;
sponsor and project manager have long standing mutual
confidence
Communications between board and project manager
(including project reporting) are efficient; issues are
escalated and de-escalated as appropriate
Responsibility recognised at board and project level;Responsibilities formally recognised at board and project Responsibilities are not recognised or neglected; sponsor Responsibilties are not recognised at board and project
sponsor and project manager are developing mutual level but not always followed in practice; sponsor and and project manager may have an adversarial relationship level with the role of project sponsor, stakeholders or
confidence project manager may not have mutually supportive project manager, not being properly recognised
relationship Communications between board and project manager are
Communications between Board and project manager are inadequate; Issue escalation late or absent Communications are inadequate with deficiencies in
efficient albeit with minor shortcomings; issues are Communications between board and project manager project reporting; issue escalation only takes place as a
escalated promptly have evident deficiencies with issues escalated late Stakeholder interests neglected crisis response

Stakeholders interests and contributions are fully
articulated and respected
The portfolio is relevant and revised promptly including
closures
Stakeholder interests and contributions are known and
respected
A portfolio maintenance process exists but may not be
promptly operated.
Stakeholder interests insufficiently known or respected A formal portfolio maintenance process may not exist or Stakeholder interests unknown
may not be respected in the organisation.
A portfolio maintenance process exists formally but is not Portfolio changes are reactive and typically imposed by
operated in practice. non-project authories.