goal statements, scope, milestones, roles and responsibilities, communication plan?
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8. Has the Financial Health Management 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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9. What are the core elements of the Financial Health Management business case?
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10. Is data collected and displayed to better understand customer(s) critical needs and requirements.
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11. How do you keep key subject matter experts in the loop?
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12. How does the Financial Health Management manager ensure against scope creep?
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13. Have the customer needs been translated into specific, measurable requirements? How?
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14. How and when will the baselines be defined?
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15. What are the tasks and definitions?
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16. Have all of the relationships been defined properly?
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17. What are the dynamics of the communication plan?
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18. Are the Financial Health Management requirements complete?
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19. Are there any constraints known that bear on the ability to perform Financial Health Management work? How is the team addressing them?
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20. What was the context?
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21. How is the team tracking and documenting its work?
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22. How are consistent Financial Health Management definitions important?
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23. Has the direction changed at all during the course of Financial Health Management? If so, when did it change and why?
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24. What are the boundaries of the scope? What is in bounds and what is not? What is the start point? What is the stop point?
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25. What are the Financial Health Management tasks and definitions?
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26. Does the scope remain the same?
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27. Who is gathering Financial Health Management information?
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28. What knowledge or experience is required?
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29. What is the scope of Financial Health Management?
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30. Are there different segments of customers?
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31. Is there a completed, verified, and validated high-level ‘as is’ (not ‘should be’ or ‘could be’) stakeholder process map?
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32. What key stakeholder process output measure(s) does Financial Health Management leverage and how?
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33. How do you manage scope?
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34. What is the scope?
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35. What scope do you want your strategy to cover?
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36. Is there a critical path to deliver Financial Health Management results?
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37. Who is gathering information?
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38. What intelligence can you gather?
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39. Are task requirements clearly defined?
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40. What Financial Health Management services do you require?
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41. How do you manage unclear Financial Health Management requirements?
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42. What is the scope of the Financial Health Management work?
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43. How was the ‘as is’ process map developed, reviewed, verified and validated?
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44. What sources do you use to gather information for a Financial Health Management study?
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45. The political context: who holds power?
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46. Are audit criteria, scope, frequency and methods defined?
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47. What would be the goal or target for a Financial Health Management’s improvement team?
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48. What are the record-keeping requirements of Financial Health Management activities?
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49. 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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50. How would you define Financial Health Management leadership?
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51. 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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52. Are approval levels defined for contracts and supplements to contracts?
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53. Is the current ‘as is’ process being followed? If not, what are the discrepancies?
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54. Has/have the customer(s) been identified?
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55. What are the requirements for audit information?
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56. How can the value of Financial Health Management be defined?
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57. How have you defined all Financial Health Management requirements first?
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58. How will the Financial Health Management team and the group measure complete success of Financial Health Management?
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59. Scope of sensitive information?
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60. Why are you doing Financial Health Management and what is the scope?
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61. Has everyone on the team, including the team leaders, been properly trained?
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