• High

    Project is largely a closed system with tight boundaries and no critical dependencies outside the project’s control.

    Off
  • Medium high

    Project is largely isolated from external influence but has minor well-managed interdependencies outside project control.

    Off
  • Medium

    Project is subject to some external influence, but interdependencies are being actively managed.

    Off
  • Medium low

    Project is affected by external influence and is aware of interdependencies.

    Off
  • Low

    Projects spans multiple departments or agencies, with unclear or complex interdependencies.

    Off

    • Project is largely a closed system with tight boundaries and no critical dependencies outside the project’s control.

    • Project is largely isolated from external influence but has minor well-managed interdependencies outside project control.

    • Project is subject to some external influence, but interdependencies are being actively managed.

    • Project is affected by external influence and is aware of interdependencies.

    • Projects spans multiple departments or agencies, with unclear or complex interdependencies.

  • Project interdependencies 

  • ‘Build once, use many times’

     

    Apply reuse in decision making: Use the Australian Government Architecture to understand the tools, capabilities, policies and standards for building government services. Identify and document how they are applied in your decision making. 

    Apply learnings from predecessors: Reach out to teams and agencies for their experiences and lessons creating similar services and how to apply them to yours. 

    Off

  • Legacy interdependencies

  • DCA tolerances

  • High

    No legacy dependencies, or dependencies are fully understood and the transformation is near complete.

    Off
  • Medium high

    Minimal legacy dependencies that are generally understood.

    Off
  • Medium

    Some legacy dependencies with some testing of assumptions about implications.

    Off
  • Medium low

    Significant legacy dependencies, with minimal testing of assumptions about implications.

    Off
  • Low

    Major legacy dependencies with uncertain implications for the project.

    Off

    • No legacy dependencies, or dependencies are fully understood and the transformation is near complete.

    • Minimal legacy dependencies that are generally understood.

    • Some legacy dependencies with some testing of assumptions about implications.

    • Significant legacy dependencies, with minimal testing of assumptions about implications.

    • Major legacy dependencies with uncertain implications for the project.

  • Deployment and sustainability

    Delivery confidence can be impacted by the deployment strategy. High levels of hyper care, iterative deployment to refine the solution and effort to build capability can improve confidence and minimise risk.

    Large scale, big-bang or fast-paced deployment can lower confidence due to unrealistic estimates of time, cost and benefits, reducing opportunity to develop a solution that suits different business area needs.

    Transition to business as usual (BAU)

  • DCA tolerances

  • High

    Transition to BAU co-created with business, scoped, budgeted and scheduled.

    Off
  • Medium high

    Consultation with business on BAU and accounted for in business case.

    Off

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