improvement team members, including Management Leads and Coaches?
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109. What is the scope of the Transaction payments as a service work?
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110. How would you define the culture at your organization, how susceptible is it to Transaction payments as a service changes?
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111. What constraints exist that might impact the team?
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112. Is the team adequately staffed with the desired cross-functionality? If not, what additional resources are available to the team?
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113. When is/was the Transaction payments as a service start date?
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114. Is scope creep really all bad news?
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115. What is out-of-scope initially?
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116. How do you hand over Transaction payments as a service context?
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117. Is the Transaction payments as a service scope manageable?
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118. Do the problem and goal statements meet the SMART criteria (specific, measurable, attainable, relevant, and time-bound)?
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119. What are the record-keeping requirements of Transaction payments as a service activities?
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120. Are resources adequate for the scope?
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121. Are approval levels defined for contracts and supplements to contracts?
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122. How do you think the partners involved in Transaction payments as a service would have defined success?
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123. How will variation in the actual durations of each activity be dealt with to ensure that the expected Transaction payments as a service results are met?
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124. How did the Transaction payments as a service manager receive input to the development of a Transaction payments as a service improvement plan and the estimated completion dates/times of each activity?
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125. What are the compelling stakeholder reasons for embarking on Transaction payments as a service?
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126. What defines best in class?
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127. What is the scope of the Transaction payments as a service effort?
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128. How do you gather the stories?
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129. How would you define Transaction payments as a service leadership?
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130. What sort of initial information to gather?
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131. What is in the scope and what is not in scope?
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132. What are the rough order estimates on cost savings/opportunities that Transaction payments as a service brings?
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133. What is the context?
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Add up total points for this section: _____ = Total points for this section
Divided by: ______ (number of statements answered) = ______ Average score for this section
Transfer your score to the Transaction payments as a service Index at the beginning of the Self-Assessment.
CRITERION #3: MEASURE:
INTENT: Gather the correct data. Measure the current performance and evolution of the situation.
In my belief, the answer to this question is clearly defined:
5 Strongly Agree
4 Agree
3 Neutral
2 Disagree
1 Strongly Disagree
1. Among the Transaction payments as a service product and service cost to be estimated, which is considered hardest to estimate?
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2. What are the costs of delaying Transaction payments as a service action?
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3. What could cause you to change course?
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4. Does a Transaction payments as a service quantification method exist?
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5. How can you measure Transaction payments as a service in a systematic way?
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6. What would it cost to replace your technology?
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7. Are the measurements objective?
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8. How is progress measured?
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9. How can you manage cost down?
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10. Was a business case (cost/benefit) developed?
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11. At what cost?
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12. What are your operating costs?
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13. How do you stay flexible and focused to recognize larger Transaction payments as a service results?
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14. What can be used to verify compliance?
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15. Have you included everything in your Transaction payments as a service cost models?
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16. What methods are feasible and acceptable to estimate the impact of reforms?
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17. What is the total fixed cost?
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18. Which Transaction payments as a service impacts are significant?
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19. Are there competing Transaction payments as a service priorities?
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20. How can you reduce the costs of obtaining inputs?
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21. How do you verify if Transaction payments as a service is built right?
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22. Which costs should be taken into account?
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23. How sensitive must the Transaction payments as a service strategy be to cost?
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24. Which measures and indicators matter?
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25.