How was the ‘as is’ process map developed, reviewed, verified and validated?
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77. Is scope creep really all bad news?
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78. How do you keep key subject matter experts in the loop?
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79. If substitutes have been appointed, have they been briefed on the Project 6 goals and received regular communications as to the progress to date?
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80. Is there a completed, verified, and validated high-level ‘as is’ (not ‘should be’ or ‘could be’) stakeholder process map?
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81. Are accountability and ownership for Project 6 clearly defined?
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82. Are required metrics defined, what are they?
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83. Is the scope of Project 6 defined?
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84. Is Project 6 currently on schedule according to the plan?
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85. When is the estimated completion date?
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86. When are meeting minutes sent out? Who is on the distribution list?
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87. Has everyone on the team, including the team leaders, been properly trained?
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88. What defines best in class?
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89. Is there a clear Project 6 case definition?
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90. What is the worst case scenario?
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91. How do you manage unclear Project 6 requirements?
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92. Who is gathering information?
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93. Is Project 6 linked to key stakeholder goals and objectives?
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94. How did the Project 6 manager receive input to the development of a Project 6 improvement plan and the estimated completion dates/times of each activity?
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95. When is/was the Project 6 start date?
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96. Are the Project 6 requirements complete?
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97. In what way can you redefine the criteria of choice clients have in your category in your favor?
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98. What are (control) requirements for Project 6 Information?
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99. What baselines are required to be defined and managed?
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100. What is a worst-case scenario for losses?
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101. What happens if Project 6’s scope changes?
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102. What intelligence can you gather?
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103. What are the rough order estimates on cost savings/opportunities that Project 6 brings?
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104. Is the Project 6 scope manageable?
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105. What sources do you use to gather information for a Project 6 study?
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106. What sort of initial information to gather?
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107. How will the Project 6 team and the group measure complete success of Project 6?
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108. What is in the scope and what is not in scope?
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109. Has the direction changed at all during the course of Project 6? If so, when did it change and why?
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110. Have all basic functions of Project 6 been defined?
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111. How do you manage changes in Project 6 requirements?
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112. How do you hand over Project 6 context?
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113. Do you all define Project 6 in the same way?
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114. Has the improvement team collected the ‘voice of the customer’ (obtained feedback – qualitative and quantitative)?
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115. What system do you use for gathering Project 6 information?
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116. Scope of sensitive information?
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117. What was the context?
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118. What are the requirements for audit information?
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119. What are the Roles and Responsibilities for each team member and its leadership? Where is this documented?
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120. How do you gather Project 6 requirements?
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121. 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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122. Is there a critical path to deliver Project 6 results?
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123. Are all requirements met?
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124. What constraints exist that might impact the team?
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125. What is out of scope?
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126. What Project 6 services do you require?
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127. How do you gather the stories?
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128. Have the customer needs been translated into specific, measurable requirements? How?
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129. Who is gathering Project 6 information?
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130. What are the record-keeping requirements of Project 6 activities?
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131. Will team members regularly document their Project 6 work?
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132. How do you think the partners involved in Project 6 would have defined success?
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133. What is the definition of success?
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