TOOL
ESI’s Complexity Indicator™
To use this tool, complete the following steps:

a

Read questions 1 through 10 in the General Project section, and
respond to the best of your ability and knowledge.
If your project is in the Initiating or Planning stage, respond to
questions 11 through 25.
-or-
b


© ESI May 2009
If your project is in the Executing, Monitoring and Controlling, or
Closing stages, respond to questions 26 through 40.

Tally scores for each question response to obtain total score.

Determine project complexity level from total score.
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ESI’s Complexity Indicator™

Tool
Read questions 1 through 10, and respond to the best
of your ability and knowledge.
General Project
These questions apply to any project in any phase. Based on your knowledge,
choose the best response for each question and circle the number adjacent to
your choice.
1. Project Team Size
How many team members are involved in the project?
1. Fewer than 15
3. 16 to 45
5. More than 45 or unknown
2. Work Package Interdependence
How many interdependencies exist between project work packages?
1. Fewer than 20
3. 20 to 100
5. More than 100 or unknown
3. Project System Nonlinearity
The potential for unintended consequences arising from management action
during the project is—
1. Low
3. Medium
5. High
4. Project Risk Level
The risk level of the project is—
1. Low
3. Medium
5. High
5. Technology
To what degree will the project employ new, emerging, or rapidly changing
technology to deliver results?
1. Very little
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3. Some
5. A great deal
6. Team Location
What percentage of the time will the project teams be working in multiple
locations to deliver project results?
1. Little of the time
3. Some of the time
5. Most of the time
7. Deliverables Destination
To how many destinations will the project products or services be delivered?
1. One or two destinations
3. A few destinations
5. Many destinations
8. Project Manager Experience
What is the project managers’ experience in managing this type of project?
1. High
3. Medium
5. Low
9. Project Sponsor/Customer Commitment
Is the project sponsor/customer (group) committed to the project and its’
purpose and outcomes?
1. Yes
3. Maybe
5. No or unknown
10. Time/Cost Constraints
Time or cost (or both) constraints are—
1. Mostly known and realistic
3. Somewhat unknown or unrealistic
5. Mostly unknown or unrealistic
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© ESI May 2009
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If your project is in the Initiating or Planning stage, go to Step 2a and
respond to questions 11 through 25.
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
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Tool
If your project is in the Executing, Monitoring and Controlling, or
Closing stages, skip Step 2a, go directly to Step 2b, and respond to
to questions 26 through 40.
© ESI May 2009
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Tool
ESI’s Complexity Indicator™
a
Complete questions 11 through 25 if your project is
in the Initiating or Planning stage.
(If your project is in the Executing, Monitoring and Controlling, or Closing
stages, skip Step 2a, go directly to Step 2b, and respond to questions 26
through 40.)
These questions apply to any project in the Initiating and Planning phases.
Based on your knowledge, choose the best response for each question and
circle the number adjacent to your choice.
11. Project Selection
The project was selected using—
1. A corporate-wide, consistently applied project selection
methodology that has both an objective and subjective selection
criteria
2. A corporate-wide, consistently applied project selection
methodology that has objective selection criteria only
3. A corporate- wide, yet inconsistently applied project selection
methodology with either objective, or subjective (or both) selection
criteria
4. An infrequently used project selection methodology with a few
objective selection criteria
5. No known process or at the whim of a major organization decision
maker
12. Project Planning
Project planning is—
1. Institutionalized and is carried out by every team member at his or
her level throughout the project life cycle
2. An expected activity for the project manager to perform throughout
the project life cycle
3. An acceptable activity for the project manager to perform at various
times during the project life cycle
4. An activity for the project manager to perform at the beginning of
the project
5. Only done sporadically by the project manager or sponsor group
© ESI May 2009
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13. Project Scope Planning
The project scope—
1. Is clear, concise, and well documented in the WBS and contains the
deliverables and tasks required to meet all the requirements that
define the project
2. Is documented in the WBS and contains a majority of the
deliverables and tasks for the requirements that define the project
3. Is documented in the WBS but is incomplete and does not contain
all of the requirements that define the project
4. Contains only broad statements about deliverables or tasks for
many of the project requirements
5. Contains no descriptions of deliverables or tasks, and none will be
developed until project implementation
14. Project Scope/Work Breakdown
How many work packages are associated with the project?
1.
2.
3.
4.
5.
Fewer than 50
50 to 100
101 to 500
501 to 1,000
More than 1,000
15. Project Cost Planning
The project cost estimate is—
1. Generated from a comprehensive set of estimates based on reliable
bottom-up or work package level estimates, including contingency
reserves and reasonable-case scenarios
2. Generated based on estimates for similar projects performed by you
or your project team
3. Generated based on estimates for similar projects performed by
your business but not you or your project team; or based on a set of
parameters deemed appropriate and successfully employed in your
business
4. A top-down estimate: developed by nonproject management or
nontechnical individuals with little knowledge of the detailed
requirements, or generated based on the budget available from
another source besides this project (“extra budget”)
5. Rough order of magnitude (ROM), which is usually the first estimate
for the project, based on minimal specific knowledge and an
individual’s idea of what this might cost
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16. Project Schedule Development
The project’s schedule is—
1. Based on bottom-up schedule estimates, well thought out, detailed,
and contains schedule contingency reserves; schedule can meet the
required deadlines
2. Based on reasonable estimates and is still somewhat flexible; some
details are still being resolved, but the deadlines are still achievable
3. Based on the end date proposed by the project team; however,
several new items have been discovered and the end date cannot be
changed, but can still be met
4. Set by some guidance, event, or other influence beyond the control
of the project team, but the deadlines seem achievable
5. Driven by customer/project sponsor requirements, but the deadlines
appear unachievable
17. Project Resource Planning
The project resource plan that has been developed is—
1. Based on a schedule containing deliverables and tasks and a match
of resource skills required
2. Based on a schedule containing deliverables and tasks, but with no
regard to necessarily matching skills required or resources
3. Based on a high-level schedule and matching only the critical skills
4. Based on a high-level schedule and on the resources available at
particular times in the project
5. Not based on a schedule or a plan
18. Organizational Planning and Resource (People) Acquisition
The planned organization for implementation is—
1. Defined by the project organization chart, roles and responsibilities,
and the staffing plan
2. Defined by a project organization chart and staffing plan, but there
are no roles, and responsibilities are delineated
3. Defined in the project organization chart, but there are no roles or
responsibilities
4. Roughly determined by the organization chart and will be refined
later
5. Undefined at this point
© ESI May 2009
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19. Project Leadership
Project leaders—
1. Are formally authorized and charged with the responsibility for the
project
2. Are to be formally authorized and charged with the responsibility for
the project
3. Have informal authorization or are undocumented project leaders
4. Have no authority or responsibility for the project
5. Are unknown at this time
20. Project Environment Planning
Which of the following best describes the project team environment?
1. All team members are in the same location of the same business
organization, operating from a single culture, using the same
primary language.
2. Team members are in different locations of the same organization,
operating from a single culture and using the same primary
language.
3. Team members are in different locations from different
organizations, operating from a single culture and using the same
primary language.
4. Team members are in different locations from different
organizations, operating with multiple cultures and using the same
primary language.
5. Team members are in different locations from different
organizations, operating from multiple cultures and using different
primary languages.
21. Global Considerations
The project will be accomplished in which of the following settings?
1. Entirely in one or two nations, but with no import/export restrictions
2. In several nations, but with no known import/export restrictions
3. In several nations, with import/export restrictions that may limit the
passing, shipping, or movement of certain types of materials
4. Worldwide, but with some known or anticipated problems
5. Worldwide, with unknown effect on the project
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ESI’s Complexity Indicator™
22. Project Communication Planning
The project communication plan—
1. Is documented, understood, and committed to by all project
stakeholders
2. Is or will be documented and communicated to all project
stakeholders, but is not understood or committed to by all
3. Has not been provided to all of the project stakeholders
4. Is unknown to the stakeholders
5. Does not include all stakeholders
23. Project Quality Planning
The project’s required quality levels or standards—
1. Are specific, detailed, and documented for every area and
deliverable of the project
2. Are specific for some, but not all areas and deliverables of the
project
3. Are general in nature
4. Have been considered but not developed
5. Are based on the idea that “we will know quality when we see it”
24. Project Risk Planning
Project risks are—
1. Identified, analyzed, and prioritized; a response plan is developed
and documented for significant risks in the project plan, and
responsible parties have been assigned
2. Identified, analyzed, and prioritized; a response plan is developed
and documented for most significant risks in the project plan, but
no responsibilities have been assigned
3. Identified, analyzed, and documented in the project plan, but no
response plan is developed
4. Identified and documented but not analyzed
5. Not documented
© ESI May 2009
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25. Contract Planning
Which of the following best describes the status of the customer contract or
project implementation documents (for internal or external projects)?
1.
2.
3.
4.
5.
In place for all the work to be accomplished
In process and will be in place for the implementation of the project
Will be developed for the project
Will be written for some of the work
Does not exist

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Go to Step 3 to score your results.
© ESI May 2009
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Tool
ESI’s Complexity Indicator™
b
Complete questions 26 through 40 if your project is
in the Executing, Monitoring and Controlling, or
Closing stage.
These questions apply to any project in the Executing, Monitoring and
Controlling, or Closing phases. Based on your knowledge, choose the best
response for each question and circle the number adjacent to your choice.
26. Project Tracking and Control
According to planned and actual schedule data, the project schedule is
tracking—
1. On schedule, and the expectation is that the project will deliver on
schedule
2. Behind schedule but still capable of meeting deadlines
3. Behind schedule and in danger of missing deadlines
4. Behind schedule and outside allowable tolerances
5. Unknown at this time
27. Project Plan Updating
The planning (including closeout planning) for the remainder of the project—
1. Is included in the project plan as a part of the project tracking and
control and is comprehensively documented and communicated to
the team; occurs on a regular basis
2. Is included in the project plan as a part of the project tracking and
control and is documented and communicated to the team; occurs
as required
3. Occurs when major changes occur
4. Happens only on occasion and is not a standard procedure
5. Is not included in the project plan and is not anticipated
28. Project Scope Management
The project requirements are—
1. Verified by the customer and the project team as complete and have
been agreed upon
2. Identified but not yet verified
3. Unverified and changing
4. Unknown for significant deliverables for the project
5. Unknown and will not stop changing or growing
© ESI May 2009
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29. Project Change Management
The change management process is—
1. Documented, known, understood, and used by the team and the
customer/project sponsor for every change
2. Documented; most team members and the customer/project
sponsor know about it and use it for most changes
3. Documented, and team members and the customer/project sponsor
can find it when required; is used only occasionally
4. Documented; team members and the customer/project sponsor
ignore it or refuse to use it
5. Not documented or available
30. Project Cost Management
The project costs are tracked—
1. On a frequent basis by the project manager based on a reliable,
proven, and accurate system
2. On a regular basis by the project manager based on a system put
together for this project
3. On a quarterly basis using a corporate accounting system
4. Infrequently with no consistent methodology
5. Not at all
31. Project Schedule Management
The project schedule is tracked—
1. On a frequent basis by the project manager based on a reliable,
proven, and accurate system
2. On a regular basis by the project manager based on a system put
together for this project
3. On a monthly basis using a corporate time recording system
4. Infrequently with no consistent methodology
5. Never
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ESI’s Complexity Indicator™
32. Project Personnel Resources
Persons working on the project are—
1. All available and active in the project as planned and required,
capable of performing the assigned tasks with no additional
training, guidance, or assistance
2. Available and active in the project when required, capable of
performing the assigned tasks with minimal additional training,
guidance, or assistance
3. Active in the project only as required, capable of performing the
assigned tasks with additional training, guidance, or assistance
4. Active in the project only after exceptional effort has been expended
in gaining their assignment, or can only perform the assigned tasks
with significant training, hands-on guidance, or additional assistance
5. Not available
33. Project Roles and Responsibilities
The roles and responsibilities are—
1.
2.
3.
4.
Documented, understood, and available to the team members
Documented and available to the team members
Understood by everyone but not documented
Dispensed verbally as guidance is required, or based on previous
project knowledge
5. Unknown by the project team members
34. Project Leadership
The leadership for the implementation of the project—
1. Leads by setting values, good examples, and understanding
innovation, and is committed to the success of the team and the
project
2. Leads by setting and enforcing policies, and accepting innovation,
and is committed to the success of the project
3. Leads by controlling, minimizes innovation, and is committed to the
success
4. Leads by over controlling or micromanagement, is adverse to any
innovation, and is committed to the leader’s success
5. Does not lead and can only watch things occur
© ESI May 2009
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35. Project Implementation Environment
Which of the following best describes the project team environment?
1. All team members are in the same location of the same business
organization, operating from a single culture, using the same
primary language.
2. Team members are in different locations of the same organization,
operating from a single culture and using the same primary
language.
3. Team members are in different locations from different
organizations, operating from a single culture and using the same
primary language.
4. Team members are in different locations from different
organizations, operating with multiple cultures and using the same
primary language.
5. Team members are in different locations from different
organizations, operating from multiple cultures and using different
primary languages.
36. Project Issue Management
Project issues are handled—
1.
2.
3.
4.
5.
Immediately with an established escalation process
Usually with a response in the best interest of the project
With a reasonable or negotiated response
Usually with a response in the favor of the customer
Generally with a “knee jerk” or less than optimum response
37. Project Communication
Project information distribution is—
1. Excellent: All information is consistently available to appropriate
project team members
2. Good: Most team members know what they need to know when
information is required or can find an response with minimal effort
3. Less than optimum: The team has to struggle to get information
required
4. Poor: Information is not consistently available
5. Very poor: Information is never available when required
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ESI’s Complexity Indicator™
38. Project Quality Management
Quality assurance is—
1. Focused on analysis of project and product quality with a goal of
project success and product acceptance
2. Focused on analysis for both project and product quality but only to
discover and resolve defects or problems in the project or product
3. Focused on product quality but only to discover defects or problems
4. Not focused on product or project quality
5. Nonfunctional
39. Project Risk Management
The project team manages risks by identifying, analyzing, planning,
monitoring, and controlling risks—
1.
2.
3.
4.
5.
Continually and proactively
On a regular basis
Occasionally
Only when risks occur
Never
40. Project Contract Management
The project contract or implementation documents—
1. Were finalized and signed, and govern the progression of work
2. Were finalized and signed, but do not govern the progression of
work
3. Have been finalized and are awaiting signatures
4. Have not been finalized or signed, but work has commenced
5. Do not exist, and work has commenced

© ESI May 2009
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Go to Step 3 to score your results.
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ESI’s Complexity Indicator™
 Determine the score for each question and tally them for the total
score.
Transfer the number of your responses from Steps 1 and 2a or 2b in the appropriate column
below. Multiply those numbers by the weighting factor to obtain the score for each
question. Note that the weighting factor for questions 1-10 is 10 times greater than for
questions 11-40. Add the numbers in the score column to obtain the total score.
Question
Number
Question
Description
Response
Number
Weighting
Factor
Score
(Response
Number 
Weighting
Factor)
GENERAL PROJECT
1
Project Team Size
10
2
Work Package Interdependence
10
3
Project System Nonlinearity
10
4
Project Risk Level
10
5
Technology
10
6
Team Location
10
7
Deliverables Destination
10
8
Project Manager Experience
10
9
Project Sponsor/Customer
Commitment
10
10
Time/Cost Constraints
10
INITIATION OR PLANNING PROJECTS
11
Project Selection
1
12
Project Planning
1
13
Project Scope Planning
1
14
Project Scope/Work Breakdown
1
15
Project Cost Planning
1
16
Project Schedule Development
1
17
Project Resource Planning
1
18
Organizational Planning and Resource
(People) Acquisition
1
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Question
Number
Question
Description
Response
Number
Weighting
Factor
19
Project Leadership
1
20
Project Environment Planning
1
21
Global Considerations
1
22
Project Communication Planning
1
23
Project Quality Planning
1
24
Project Risk Planning
1
25
Contract Planning
1
Score
(Response
Number 
Weighting
Factor)
EXECUTING, MONITORING AND CONTROLLING, AND CLOSING PROJECTS
26
Project Tracking and Control
1
27
Project Plan Updating
1
28
Project Scope Management
1
29
Project Change Management
1
30
Project Cost Management
1
31
Project Schedule Management
1
32
Project Personnel Resources
1
33
Project Roles and Responsibilities
1
34
Project Leadership
1
35
Project Implementation Environment
1
36
Project Issue Management
1
37
Project Communication
1
38
Project Quality Management
1
39
Project Risk Management
1
40
Project Contract Management
1
Total Score
© ESI May 2009
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ESI’s Complexity Indicator™
TL1-18
Tool
Go to Step 4 to determine the complexity level of your project.
© ESI May 2009
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Tool

ESI’s Complexity Indicator™
Determine project complexity level from total score.
Project complexity level: Look up your total score on the table below to determine the
complexity level for your project. Then enter this level into the box following the table.
Total Score
Project Complexity Level
From
To
115
166
1—Simple
167
217
2—Complicated
218
319
3—Low Complexity
320
472
4—Moderate Complexity
473
575
5—High Complexity
Project Complexity Level:
© ESI May 2009
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