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71. How do you catch Cash flow projection definition inconsistencies?
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72. How do you keep key subject matter experts in the loop?
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73. What information should you gather?
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74. Scope of sensitive information?
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75. When is the estimated completion date?
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76. If substitutes have been appointed, have they been briefed on the Cash flow projection goals and received regular communications as to the progress to date?
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77. What is the scope of the Cash flow projection work?
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78. What specifically is the problem? Where does it occur? When does it occur? What is its extent?
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79. Are roles and responsibilities formally defined?
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80. 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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81. Do the problem and goal statements meet the SMART criteria (specific, measurable, attainable, relevant, and time-bound)?
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82. What would be the goal or target for a Cash flow projection’s improvement team?
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83. Have specific policy objectives been defined?
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84. Have the customer needs been translated into specific, measurable requirements? How?
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85. Will team members perform Cash flow projection work when assigned and in a timely fashion?
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86. What are the Cash flow projection use cases?
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87. What is out-of-scope initially?
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88. Are accountability and ownership for Cash flow projection clearly defined?
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89. How was the ‘as is’ process map developed, reviewed, verified and validated?
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90. What are the rough order estimates on cost savings/opportunities that Cash flow projection brings?
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91. What is the scope of Cash flow projection?
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92. What are the Roles and Responsibilities for each team member and its leadership? Where is this documented?
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93. Are resources adequate for the scope?
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94. Are there different segments of customers?
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95. Does the scope remain the same?
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96. What baselines are required to be defined and managed?
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97. Is Cash flow projection linked to key stakeholder goals and objectives?
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98. How did the Cash flow projection manager receive input to the development of a Cash flow projection improvement plan and the estimated completion dates/times of each activity?
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99. What sort of initial information to gather?
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100. How do you think the partners involved in Cash flow projection would have defined success?
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101. What happens if Cash flow projection’s scope changes?
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102. Is Cash flow projection required?
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103. How can the value of Cash flow projection be defined?
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104. What is a worst-case scenario for losses?
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105. What scope do you want your strategy to cover?
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106. Has the Cash flow projection 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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107. How do you gather Cash flow projection requirements?
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108. What are the tasks and definitions?
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109. How do you hand over Cash flow projection context?
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110. What are the requirements for audit information?
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111. What are the record-keeping requirements of Cash flow projection activities?
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112. Has the direction changed at all during the course of Cash flow projection? If so, when did it change and why?
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113. 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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114. Are required metrics defined, what are they?
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115. What are the compelling stakeholder reasons for embarking on Cash flow projection?
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116. Who are the Cash flow projection improvement team members, including Management Leads and Coaches?
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117. Is there a critical path to deliver Cash flow projection results?
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118. Are different versions of process maps needed to account for the different types of inputs?
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119. What information do you gather?
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120. Have all of the relationships been defined properly?
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121. Is there any additional Cash flow projection definition of success?
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122. Is the scope of Cash flow projection defined?
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123. Is data collected and displayed to better understand customer(s) critical needs and requirements.
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124. Are task requirements clearly defined?
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