Spreadsheet: 291621d1390348417-auto-populating-a-table-based-on-ranked-values-excel_test-3
Sheet: 3 - Master Template

 |  |  |  |  | 1 = Least Desirable                                                              5 = Most Desirable
 | [NAME] | Weight | OMS Weight | Description | Scale
 | Investment Category
 | Innovation | 0.1 | 0.25 | Innovation investments focus on supporting the business vision. These investments are mainly evaluated on their alignment with the business objectives. | 1 = Project shows no alignment to this investment category. 3 = Project somewhat aligns to this investment category.  5 = Project strongly aligns to this investment category.
 | Growth | 0.45 | 0.25 | Growth investments focus on the areas where profitability is the most important factor. These investments are mainly evaluated on the financial benefits that are generated. | 1 = Project shows no alignment to this investment category. 3 = Project somewhat aligns to this investment category.  5 = Project strongly aligns to this investment category.
 | Productivity | 0.35 | 0.25 | Productivity investments focus on creating immediate financial benefits. These investments are mainly evaluated on the payback period and the financial benefits that are generated. | 1 = Project shows no alignment to this investment category. 3 = Project somewhat aligns to this investment category.  5 = Project strongly aligns to this investment category.
 | Maintenance | 0.1 | 0.25 | Sustainment investments focus on protecting the value generated by existing investments. These investments are mainly evaluated as compared to the costs associated with maintaining the status quo. | 1 = Project shows no alignment to this investment category. 3 = Project somewhat aligns to this investment category.  5 = Project strongly aligns to this investment category.
 | Total
 | Cost Category
 | Project Duration | 0.25 | 0.25 | Evaluates the risk associated with the duration of the project. | 1 = More than 12 months. 3 = Between 4 and 12 months 5 = Less than 4 months.
 | People Requirement | 0.25 | 0.25 | The amount of resources required to be dedicated to the project.  The "people" are listed in terms of full-time equivalents | 1 = 1-3 people 3 = 3-10 people 5 = >10 people
 | Degree of Change | 0.25 | 0.25 | Assessment of the degree of change required by the project. | 1 = Little change which wil be easily implemented and accepted by the business. 3 = Moderate change that will be challenging to implement and components of the change will be accepted by the business. 5 = High degree of change that will be difficult to implement and not reasily accepted by the business.
 | Technology Complexity | 0.25 | 0.25 | Evaluates the regulatory, legal and political risk associated with the implementation of the project. This includes the different laws, operational regulations and the political context (elections, high-visibility subjects, etc.) | 1 = Has significant regulatory/legal/political risks that are difficult to mitigate. 3 = Has a regulatory and/or legal and/or political risk, but extensive analysis has been performed and a mitigation plan has been developed. 5 = Has no regulatory, legal or political risk.
 | Total
 | Strategic Alignment Category
 | Strategic Objective #1 | 0.1667 | 0.1667 | Detailed description of Strategic Objective #1. | 1 = Project has a negative impact on Strategic Objective #1. 3 = Project has no impact or a neutral impact on Strategic Objective #1. 5 = Project has a positive impact on Strategic Objective #1.
 | Strategic Objective #2 | 0.1667 | 0.1667 | Detailed description of Strategic Objective #2 | 1 = Project has a negative impact on Strategic Objective #2. 3 = Project has no impact or a neutral impact on Strategic Objective #2. 5 = Project has a positive impact on Strategic Objective #2
 | Strategic Objective #3 | 0.1667 | 0.1667 | Detailed description of Strategic Objective #3 | 1 = Project has a negative impact on Strategic Objective #3. 3 = Project has no impact or a neutral impact on Strategic Objective #3. 5 = Project has a positive impact on Strategic Objective #3.
 | Strategic Objective #4 | 0.1667 | 0.1667 | Detailed description of Strategic Objective #4 | 1 = Project has a negative impact on Strategic Objective #4 3 = Project has no impact or a neutral impact on Strategic Objective #4. 5 = Project has a positive impact on Strategic Objective #4.
 | Strategic Objective #5 | 0.1667 | 0.1667 | Detailed description of Strategic Objective #5 | 1 = Project has a negative impact on Strategic Objective #5. 3 = Project has no impact or a neutral impact on Strategic Objective #5. 5 = Project has a positive impact on Strategic Objective #5.
 | Strategic Objective #6 | 0.1667 | 0.1667 | Detailed description of Strategic Objective #6 | 1 = Project has a negative impact on Strategic Objective #6. 3 = Project has no impact or a neutral impact on Strategic Objective #6. 5 = Project has a positive impact on Strategic Objective #6.
 | Total
 | Benefit Category
 | Financial Benefit | 0.15 | 0.11111 | Evaluation of the projected ROI on investment of the initiative. | 1 = A return on investment as not been identified. 3 = Generates a return on investment between 0 and 20%. 5 = Generates a return on investment greater than 20%.
 | OMS Impact | 0.2 | 0.11111 | Primarily used for identifying the value of projects/processes within the context of the OMS project, this factor identifies the impact a project/process has on OMS success | 1 = The project has a negative impact on OMS  3 = The project has a neutral or no impact on OMS 5 = The project has a positive impact on OMS
 | Impact on Critical Business Processes | 0.15 | 0.11111 | Assessment on the impact of a project on key operations metrics.  Overall Equipment Effectiveness is a metric made up of: (Availability)*(Performance)*(Quality) Availability = Uptime/Available time Performance = (Parts Produced * Ideal Cycle Time) / Operating Time
 | Value at Risk | 0.1 | 0.11111 | Evaluates the potential loss that would result in the non-realization of the project. Only the costs incurred by the status quo should be taken into account. | 1 = Does not protect any value (but can create value). 3 = Protects a minor financial value or intangible value.  5 = Protects an important financial value or regulatory / legal requirements.
 | Environment and Social Value | 0.05 | 0.11111 | Assessment of the environmental and social impacts of the project (unions, quality of the work environment, etc.) | 1 = Creates a negative impact on the environment. 3 = Has no impact or a neutral impact on the environment.  5 = Creates a positive impact on the environment.
 | Alignment with Cultural and Corporate Values and Contribution to Corprate Reputation | 0.05 | 0.11111 | Evaluation of the alignment with cultural and corporate values, as well as contribution to overall corporate reputation. (Safety first, profit through progress, openness, respect and recognition, and professionalism and personal integrity.) | 1 = Negatively impacts the values or the reputation of the corporation. 3 = Has no impact or a neutral impact on the values or the reputation of the corporation. 5 = Positively supports the values or the reputation of the corporation.
 | Compliance with Regulatory Requirements | 0.05 | 0.11111 | Evaluates the necessity of the project to help the company comply with current or future regulatory requirements. | 1 = Required to operate in accordance with industry best practices. 3 = Required to comply with impending regulatory requirements. 5 = Required to comply with current regulatory requirements.
 | Time to Benefits Creation | 0.05 | 0.11111 | Evaluation of the speed with which the project generates benefits, both financial and non-financial. Counted from the start of spending to the when benefits are first realized. | 1 = Majority of project benefits are realized after 24 months AND/OR payback period more than 24 months. 3 = Majority of project benefits are realized in 24 months or less AND/OR payback period less than 24 months.  5 = Majority of project benefits are realized in 8 months or less AND/OR payback period less than 12 months.
 | Strategic Alignment | 0.2 | 0.11111 | Evaluates the initiative's alignment with the strategic objectives of the organization. | Dependent on the "strategic alignment" categories
 | Total
 | Risk Category
 | Risk Impact Weighting
 | Health & Safety | 0.2 | 0.2 | Assessment of the effect a project has on Health & Safety risk | 1 =Project has a negative impact on Health & Safety risk 3 = Project has a neutral or no impact on Health & Safety risk 5 = Project has a positive impact on Health & Safety risk
 | Financial | 0.2 | 0.2 | Assessment of the effect a project has on Financial risk | 1 =Project has a negative impact on Financial risk 3 = Project has a neutral or no impact on Financial risk 5 = Project has a positive impact on Financial risk
 | Reputation | 0.2 | 0.2 | Assessment of the effect a project has on Reputation risk | 1 =Project has a negative impact on Reputation risk 3 = Project has a neutral or no impact on Reputation risk 5 = Project has a positive impact on Reputation risk
 | Environment | 0.2 | 0.2 | Assessment of the effect a project has on Environment risk | 1 =Project has a negative impact on Environment risk 3 = Project has a neutral or no impact on Environment risk 5 = Project has a positive impact on Environment risk
 | Regulatory | 0.2 | 0.2 | Assessment of the effect a project has on Regulatory risk | 1 =Project has a negative impact on Regulatory risk 3 = Project has a neutral or no impact on Regulatory risk 5 = Project has a positive impact on Regulatory risk
 | Total
 | Risk Impact Weighting | 0.25 | 0.25 | Assessment of the weighted impact a project will have on the different factors of the risk matrix. | Auto-calculated using earlier criteria
 | Risk Priority | 0.25 | 0.25 | Identifies the pre-project position of a risk being affected to identify its current priority | 1 = No Risk Impact 2 = Low Risk 3 = Medium Risk 4 = High Risk 5 = Very High Risk
 | Severity Impact | 0.25 | 0.25 | A measure of the effect a project has on the potential severity of a risk.  In relation to the risk matrix, this criteria measures the effect an initiative will have on the X-axis of the risk matrix | 1 = Negative impact on severity  3 = Neutral or no impact on severity 5 = Positive impact on severity
 | Probability Impact | 0.25 | 0.25 | A measure of the effect a project has on the probability of a risk occuring.  In relation to the risk matrix, this criteria measures the effect an initiative will have on the Y-axis of the risk matrix | 1 = Negative impact on probability 3 = Neutral or no impact on probability 5 = Positive impact on probability
 | Total
 | Final Weightings
 | Weighted investment category score | 0.25 | 0.25
 | Weighted cost score | 0.25 | 0.25
 | Weighted benefit score | 0.25 | 0.25
 | Weighted risk score | 0.25 | 0.25
 | Total