Project Opportunity Analysis Template

1. Key Strategic Priority Areas/Critical Success Factors
Creatively addresses more than one of the nine key strategic priority areas.
Directly targets a significant improvement in one key strategic priority area.
Contributes to the achievement of one key strategic priority area.
Provides benefits, but does not address any of the nine key strategic priority areas.

2. Annual Strategic Plan
An integral and significant preplanned component of the annual strategic plan.
An initiative within the annual plan.
Consistent with focus areas of the plan, but not defined as a planned initiative.
Provides benefits, but is not connected to the initiatives defined in the plan.

3. Mission, Vision and Precepts?
Creatively addresses more than one precept or component of the mission.
Directly targets a precept or component of the mission.
Contributes to a precept or component of the mission.
Provides benefits, but the connection to the mission and precepts is weak.

4. Long-term Strategic Plan
Creatively addresses more than one goal of the plan.
Directly targets a significant improvement in one goal of the plan.
Contributes to the achievement of one goal of the plan.
Provides benefits, but does not address specific goals of the plan.

5. Program/Product Portfolio
Builds on an existing area of strength, leveraging a core competency.
Provides services the organization has targeted for growth or improvement.
Addresses an area of weakness considered critical to portfolio of services.
Serves a new area, a weak area, or one that de-emphasized.

6. Customer(s) Served
Targeted to serve an existing primary customer group.
Serves a customer group which has been identified for growth potential.
Serves a secondary customer group, by leveraging an existing program.
Serves a secondary customer group or channel,? which others could serve as well.

7. Proven Demand for this Service
Members, customers and sponsors have paid for this program before.
Marketing research and tests indicate that this is a top priority service.
Marketing research supports some demand, but dollar value is unproven.
Some constituents demand this service, but no research or market proof.

8. Brand Consistency
Service reinforces key brand messages and is promoted with existing vehicles.
Service is consistent with key brand messages, but requires separate promotion.
Service connects with some brand messages and requires separate promotion.
Service is not consistent with key brand messages.

9. Delivery Channel Environment
Reinforces historical and current programs and values in delivery organizations..
Consistent with historical programs and values in delivery organizations.
Some degree of innovation or stretch that may be a concern to some players.
Innovative program designed to introduce change for delivery partners.

10. Financial Resources
Earns a financial payback of investment in one year or less.
Earns a financial payback in two years or less.
Breaks even in more than 2 years, but provides significant qualitative benefits.
Qualitative benefits are deemed to exceed quantitative costs.

11. Sponsor/Funding Resources
Creates a strong opportunity to attract new sponsors and contributions.
An attractive project 80% likely funded in a year, without harming programs.
More than 50% funding chance, but may compete with existing programs.
Less than a 50% funding chance or clearly competes with existing programs.

12. Information Technology
Uses existing capabilities without modification.
Uses existing or planned strong capabilities with minor enhancements.
Uses existing capabilities, but requires development outside of current plans.
Requires pioneering development work to provide appropriate service.

13. Delivery/Operations/Processing Capabilities
Uses existing strong capabilities without modification.
Uses existing strong capabilities with minor enhancements.
Uses existing capabilities, but requires significant development.
Requires pioneering development work to provide appropriate service.

14. Human Resources
Service can be provided by existing staff and structure.
Service requires some additions to staff in existing categories.
Service requires new staff skills and minor adjustments to structure.
Service requires major initiatives in recruiting, retention and structure.

15. Monitoring and Evaluation
Success is easily measured by existing measurement and evaluation tools.
Success can be measured with only minor enhancements to current system.
Success can be measured, but will require adjustments to existing measures.
Success is difficult, if not cost prohibitive, to measure directly

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