Project Complexity Matrix

Version Approved by Approval date Effective date Next full review

1.0 Director, Risk Management August 2021 August 2021 November 2022

Guideline Statement
The Project Complexity Matrix supports project teams in applying the risk and
assurance requirements and tool sets appropriate to the complexity of the
Purpose
project. It supports the University’s Project Risk Management Framework and
Project Execution Framework.
This Matrix applies to all projects managed by UNSW and its controlled
Scope
entities.

Are Local Documents on ☒ Yes, however Local Documents must be consistent with this ☐ No
this subject permitted? University-wide Document.

This document provides the process steps to apply the project complexity matrix to each project and to identify
the appropriate risk requirements and tools. The complexity ratings list a range of criteria for consideration.
When reviewing the project, apply only those criteria that are relevant. When criteria ratings are spread across
the three ratings, choose the rating aligned to the majority of selected sub-ratings. This tool should be
completed by the Project Owner or their delegate, ideally in consultation with others as appropriate.

1. Step 1
Select the appropriate overall project complexity rating using the matrix below, consulting with project
team and assurance functions as appropriate:

Project Complexity Project Complexity Rating

Criterion
1 (Low) 2 (Medium) 3 (High)
Strategic importance ☐Minor contribution to ☐Significant contribution to ☐Critical to success/ delivery of
University objectives University objectives University strategy

Commercial / ☐No unusual commercial ☐Some deviation from existing ☐Novel commercial practices
contractual complexity arrangements or conditions commercial practices

Constraints & ☐Minimal constraints or ☐Known and considered ☐Material reliance on external
dependencies dependencies to this project constraints or dependencies to this environment/ internal & external
project stakeholders to deliver project
objectives

Stability of Scope ☐Clear, fully defined, agreed ☐Some SOW uncertainty of detail ☐Scope is conceptual & requires
objectives with low potential for to achieve outcomes major changes during project
scope creep

Technical Complexity ☐Routine, repeat business; no ☐Enhancement of existing ☐Novel product / project with some
new technology product / service innovation

Regulatory ☐Usual Regulatory ☐Specific Regulatory / Standard ☐Highly regulated or novel sector
Environment requirements apply compliance requirements need to which might require changes to
be considered UNSW's policies & procedures

Project Value ☐Small project value (< $500K) ☐Significant project value ($500K- ☐Major project value ($5M+)
<5M)

Project Duration ☐Duration < 6 months ☐Duration 6-18 months ☐Duration > 18 months

Project Schedule ☐Schedule is negotiable; no ☐Schedule can undergo minor ☐Deadline is fixed and cannot be
externally or internally imposed variations, but deadlines are firm changed; schedule has no room for
date flexibility

Project Resources ☐In-house project team ☐In-house project team with some ☐Project team of UNSW & external
specialist experts bought in for set parties i.e. jointly run project
tasks

Project Complexity Matrix V1 2021.08.17

 Degree of Process & ☐Change principles apply but
People Change can be managed as part of
business as usual
☐Change confined to small unit/
area; can be managed as part of
business as usual
☐Change readiness will be
required in multiple areas of the
target group
☐Change to capacity, capability,
structure within limited number of
units
☐Major change requirements
across the University
☐Large change to capacity,
capability, structure across multiple
areas

Source: Adapted from Project Sizing Grid in Practical Project Risk Management. Vienna VA Management Concepts; Hillson, D and Simon, P (2007)

Overall Project Comments

Complexity Rating Choose an
item.

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2. Step 2
Based on the project complexity rating, select the related requirements and tool sets using the table below, consulting with project team and assurance functions
as appropriate:

Project Complexity Rating

Risk Tool
1 2 3
Risk Resources ☐Project Manager ☐Project Manager ☐Project Manager

☐Central Risk Team involvement based on project ☐Project Risk Champion nomination recommended
complexity & Risk Team capacity at discretion of Risk
Team ☐Central Risk Team consulted to determine & schedule involvement

☐Project team encouraged to invite Risk to project risk

management planning meeting

Project Manager ☐Online information for Project ☐Online information for Project Manager ☐Online information for Program, Project Managers & other key Program /
Capability Manager Project staff as appropriate (e.g. Project Owner, Sponsor, Project Board
/Steering Committee/ Project Control Group, Project Planning Group etc.)
(i.e. mechanism to
build risk ☐Risk Management coaching, mentoring for broader project team as above
management
capability of ☐Consideration of external expert challenge for Project Board on specific risks
project team) or issues

Project Risk ☐Simple - inclusion of timing of risk
Management activities and responsibilities/
Plan accountabilities in Project
Management Plan (PMP)
☐Moderate - use of Project Risk Management Plan
Template, tailored to complexity & needs of project &
integrated into Project Initiation Document (PID) or
Project Management Plan (PMP)
☐Complex - use of Project Risk Management Plan Template, tailored to
complexity & needs of project & integrated into Project Initiation Document (PID)
or Project Management Plan (PMP)
☐Project Manager discussion with central Risk Team to determine
appropriateness of Plan

Project Risk ☐UNSW Project Risk Criteria & ☐UNSW Project Risk Criteria & Categories ☐Project Manager discussion with central Risk Team to determine
Criteria Categories appropriateness of UNSW Project Risk Criteria & Categories (e.g. for use with
external partners)

Project Risk ☐Risk identification by Project ☐Risk identification by Project Manager based on
Identification Manager based on project risk source project risk source categories (reference Project Risk
categories Identification Table)
☐UNSW central risk team discretionary decision to
facilitate or support risk identification based on
complexity of project & Risk Team capacity
☐UNSW central risk team facilitation of initial risk identification
☐Ongoing risk identification by Project Manager in consultation with project
team, stakeholders & supported by UNSW central risk team, before
commencement of each phase of project & as part of key changes & stage
gates, referencing Project Risk Identification Table
☐Monthly profile reviews by Project Manager with project team as part of Project
Risk Reporting

Project Complexity Matrix V1 2021.08.17

 Schedule Complexity 1 schedule analysis:
Analysis
☐Project schedule established &
monitored at appropriate frequency for
project duration
☐Budget established & monitored on
monthly basis
Risk Recording ☐Simple project risk register
including risk name, description,
residual risk, controls, control
effectiveness, actions, time frames &
responsibilities
Report ☐Simple project report including
scope, schedule, cost, benefits, risks,
issues
Governance ☐Project Owner & Sponsor
3. Step 3
Project Manager to integrate requirements into the relevant sections of the Project Risk Management Plan and Project Management Plan (PMP) / Project Initiation
Document (PID). See the University Portfolio Office site and the Project Risk Management tile of the Risk Management website for related documents.
Project Complexity Matrix V1 2021.08.17
Complexity 2 schedule analysis:
☐Contingency assessment tool to consider expected
case and variations from this to inform time & budget
contingency
☐UPO projects: Clarity
☐Non-UPO projects: Project Risk Register template
☐Project dashboard providing visual overview of project
performance, including metrics for scope, schedule,
cost, benefits, risks, issues, supported by detail on
variations & related commentary
☐Project Board Risk Report template optional
☐Project Board establishment discretionary based on
project complexity & risk
☐Project governance by UPO (if applicable) & Project
Board (if in place) in addition to oversight by Project
Owner, Project Sponsor
Complexity 3 schedule analysis:
☐Contingency assessment tool to consider expected case and variations from
this to inform time & budget contingency
☐Monte Carlo analysis optional
☐UPO projects: Clarity
☐Project dashboard providing visual overview of project performance, including
metrics for scope, schedule, cost, benefits, risks, issues, supported by detail on
variations & related commentary using Project Board Risks & Issues Report
template
☐Project Board recommended
☐Project governance by appropriate authority e.g. MB, SPARC, UPO, IT PMO,
Portfolio Board (if in place) & Project Board for UPO projects, in addition to
oversight by Project Sponsor, Project Owner, informed by independent
assurance activities (e.g. by Internal Audit) as appropriate