How did the High Finance manager receive input to the development of a High Finance improvement plan and the estimated completion dates/times of each activity?
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77. What system do you use for gathering High Finance information?
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78. When is/was the High Finance start date?
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79. How was the ‘as is’ process map developed, reviewed, verified and validated?
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80. Do you have organizational privacy requirements?
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81. Are task requirements clearly defined?
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82. What customer feedback methods were used to solicit their input?
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83. Is it clearly defined in and to your organization what you do?
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84. Have the customer needs been translated into specific, measurable requirements? How?
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85. Is there a clear High Finance case definition?
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86. Are there different segments of customers?
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87. Is the team adequately staffed with the desired cross-functionality? If not, what additional resources are available to the team?
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88. Is High Finance linked to key stakeholder goals and objectives?
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89. What are the Roles and Responsibilities for each team member and its leadership? Where is this documented?
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90. Have specific policy objectives been defined?
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91. Has a project plan, Gantt chart, or similar been developed/completed?
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92. What is in scope?
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93. Who approved the High Finance scope?
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94. What are the requirements for audit information?
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95. What is the definition of High Finance excellence?
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96. Has your scope been defined?
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97. What is a worst-case scenario for losses?
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98. How do you hand over High Finance context?
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99. Have all of the relationships been defined properly?
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100. What are the High Finance tasks and definitions?
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101. Is the improvement team aware of the different versions of a process: what they think it is vs. what it actually is vs. what it should be vs. what it could be?
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102. Is the High Finance scope manageable?
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103. Has a high-level ‘as is’ process map been completed, verified and validated?
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104. Is there any additional High Finance definition of success?
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105. What would be the goal or target for a High Finance’s improvement team?
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106. Is scope creep really all bad news?
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107. Are all requirements met?
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108. What gets examined?
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109. Has/have the customer(s) been identified?
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110. Is there a completed SIPOC representation, describing the Suppliers, Inputs, Process, Outputs, and Customers?
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111. What are (control) requirements for High Finance Information?
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112. How do you gather requirements?
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113. The political context: who holds power?
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114. What are the rough order estimates on cost savings/opportunities that High Finance brings?
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115. What are the compelling stakeholder reasons for embarking on High Finance?
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116. How will variation in the actual durations of each activity be dealt with to ensure that the expected High Finance results are met?
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117. Are approval levels defined for contracts and supplements to contracts?
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118. What High Finance requirements should be gathered?
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119. How do you gather High Finance requirements?
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120. Is there regularly 100% attendance at the team meetings? If not, have appointed substitutes attended to preserve cross-functionality and full representation?
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121. How will the High Finance team and the group measure complete success of High Finance?
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122. What is the worst case scenario?
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123. When are meeting minutes sent out? Who is on the distribution list?
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124. How do you gather the stories?
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125. Has the High Finance work been fairly and/or equitably divided and delegated among team members who are qualified and capable to perform the work? Has everyone contributed?
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126. How can the value of High Finance be defined?
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127. Has a High Finance requirement not been met?
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128. Is the team equipped with available and reliable resources?
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129. When is the estimated completion date?
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130. If substitutes have been appointed, have they been briefed on the High Finance goals and received regular communications as to the progress to date?
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131. What scope do you want your strategy to cover?
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