as a service? If so, when did it change and why?
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67. How is the team tracking and documenting its work?
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68. What is out-of-scope initially?
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69. What is a worst-case scenario for losses?
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70. Has the improvement team collected the ‘voice of the customer’ (obtained feedback – qualitative and quantitative)?
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71. What is the worst case scenario?
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72. In what way can you redefine the criteria of choice clients have in your category in your favor?
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73. What sort of initial information to gather?
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74. How do you gather Banking as a service requirements?
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75. Is Banking as a service linked to key stakeholder goals and objectives?
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76. What are the Roles and Responsibilities for each team member and its leadership? Where is this documented?
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77. Are different versions of process maps needed to account for the different types of inputs?
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78. 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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79. Do the problem and goal statements meet the SMART criteria (specific, measurable, attainable, relevant, and time-bound)?
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80. Are task requirements clearly defined?
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81. What are the dynamics of the communication plan?
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82. Why are you doing Banking as a service and what is the scope?
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83. How often are the team meetings?
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84. How does the Banking as a service manager ensure against scope creep?
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85. What baselines are required to be defined and managed?
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86. Are there different segments of customers?
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87. How will the Banking as a service team and the group measure complete success of Banking as a service?
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88. When is the estimated completion date?
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89. Is there a critical path to deliver Banking as a service results?
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90. Are required metrics defined, what are they?
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91. What are the tasks and definitions?
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92. What is the scope of the Banking as a service work?
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93. Do you all define Banking as a service in the same way?
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94. Has a project plan, Gantt chart, or similar been developed/completed?
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95. Will a Banking as a service production readiness review be required?
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96. Has everyone on the team, including the team leaders, been properly trained?
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97. What are the compelling stakeholder reasons for embarking on Banking as a service?
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98. Are resources adequate for the scope?
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99. Scope of sensitive information?
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100. What system do you use for gathering Banking as a service information?
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101. Has a team charter been developed and communicated?
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102. How was the ‘as is’ process map developed, reviewed, verified and validated?
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103. What Banking as a service services do you require?
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104. What are the record-keeping requirements of Banking as a service activities?
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105. If substitutes have been appointed, have they been briefed on the Banking as a service goals and received regular communications as to the progress to date?
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106. Has a Banking as a service requirement not been met?
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107. What critical content must be communicated – who, what, when, where, and how?
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108. Is special Banking as a service user knowledge required?
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109. What is the context?
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110. 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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111. Is the Banking as a service scope complete and appropriately sized?
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112. What scope do you want your strategy to cover?
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113. Who are the Banking as a service improvement team members, including Management Leads and Coaches?
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114. What scope to assess?
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115. Are roles and responsibilities formally defined?
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116. How do you keep key subject matter experts in the loop?
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117. Is the current ‘as is’ process being followed? If not, what are the discrepancies?
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118. Are accountability and ownership for Banking as a service clearly defined?
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119. Is it clearly defined in and to your organization what you do?
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120. What is out of scope?
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121. What is in the scope and what is not in scope?
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122. What