Are roles and responsibilities formally defined?
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77. Is New Train required?
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78. What happens if New Train’s scope changes?
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79. What defines best in class?
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80. Are all requirements met?
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81. How will variation in the actual durations of each activity be dealt with to ensure that the expected New Train results are met?
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82. Has a team charter been developed and communicated?
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83. What key stakeholder process output measure(s) does New Train leverage and how?
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84. Is there a clear New Train case definition?
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85. What New Train services do you require?
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86. What intelligence can you gather?
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87. Is scope creep really all bad news?
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88. Do you still have to meet the new training requirements?
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89. How do you keep key subject matter experts in the loop?
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90. Has your scope been defined?
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91. Has the New Train 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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92. Is the current ‘as is’ process being followed? If not, what are the discrepancies?
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93. Are there any constraints known that bear on the ability to perform New Train work? How is the team addressing them?
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94. Have all basic functions of New Train been defined?
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95. How do you think the partners involved in New Train would have defined success?
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96. What is a worst-case scenario for losses?
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97. Is the work to date meeting requirements?
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98. Do you have a New Train success story or case study ready to tell and share?
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99. What is in scope?
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100. Has the direction changed at all during the course of New Train? If so, when did it change and why?
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101. Is New Train linked to key stakeholder goals and objectives?
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102. Who is gathering information?
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103. How do you gather the stories?
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104. What was the context?
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105. How do you manage unclear New Train requirements?
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106. Have all of the relationships been defined properly?
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107. Has a high-level ‘as is’ process map been completed, verified and validated?
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108. Is New Train currently on schedule according to the plan?
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109. What is the scope of New Train?
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110. What is the context?
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111. Are approval levels defined for contracts and supplements to contracts?
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112. How can the value of New Train be defined?
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113. When is the estimated completion date?
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114. When are meeting minutes sent out? Who is on the distribution list?
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115. Is the New Train scope manageable?
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116. What critical content must be communicated – who, what, when, where, and how?
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117. How do you manage scope?
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118. Is there a critical path to deliver New Train results?
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119. How do you gather New Train requirements?
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120. Has anyone else (internal or external to the group) attempted to solve this problem or a similar one before? If so, what knowledge can be leveraged from these previous efforts?
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121. What gets examined?
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122. Are accountability and ownership for New Train clearly defined?
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123. What information do you gather?
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124. What is in the scope and what is not in scope?
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125. Are different versions of process maps needed to account for the different types of inputs?
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126. The political context: who holds power?
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127. Who is gathering New Train information?
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128. Has the improvement team collected the ‘voice of the customer’ (obtained feedback – qualitative and quantitative)?
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129. What sort of initial information to gather?
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130. What is the scope of the New Train effort?
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131. What are the dynamics of the communication plan?
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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 New Train Index at the beginning of the Self-Assessment.
CRITERION #3: MEASURE:
INTENT: Gather the