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55. How did the Project management application manager receive input to the development of a Project management application improvement plan and the estimated completion dates/times of each activity?
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56. Has the Project management application 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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57. Do you all define Project management application in the same way?
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58. Has a team charter been developed and communicated?
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59. How have you defined all Project management application requirements first?
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60. Is there a completed SIPOC representation, describing the Suppliers, Inputs, Process, Outputs, and Customers?
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61. Are approval levels defined for contracts and supplements to contracts?
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62. In what way can you redefine the criteria of choice clients have in your category in your favor?
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63. What is a worst-case scenario for losses?
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64. How often are the team meetings?
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65. What are the core elements of the Project management application business case?
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66. What is out of scope?
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67. What are the tasks and definitions?
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68. Does the team have regular meetings?
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69. Have the customer needs been translated into specific, measurable requirements? How?
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70. What is in scope?
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71. Have all of the relationships been defined properly?
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72. What key stakeholder process output measure(s) does Project management application leverage and how?
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73. What is in the scope and what is not in scope?
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74. How was the ‘as is’ process map developed, reviewed, verified and validated?
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75. Have all basic functions of Project management application been defined?
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76. Who is gathering information?
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77. How do you gather the stories?
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78. How can the value of Project management application be defined?
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79. 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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80. What intelligence can you gather?
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81. Where can you gather more information?
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82. How would you define Project management application leadership?
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83. How do you build the right business case?
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84. Is full participation by members in regularly held team meetings guaranteed?
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85. What is the context?
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86. What are the Project management application use cases?
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87. What gets examined?
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88. How do you keep key subject matter experts in the loop?
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89. What are the rough order estimates on cost savings/opportunities that Project management application brings?
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90. Are task requirements clearly defined?
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91. What scope do you want your strategy to cover?
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92. What are the requirements for audit information?
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93. How do you manage unclear Project management application requirements?
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94. How will variation in the actual durations of each activity be dealt with to ensure that the expected Project management application results are met?
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95. What specifically is the problem? Where does it occur? When does it occur? What is its extent?
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96. What knowledge or experience is required?
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97. What are (control) requirements for Project management application Information?
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98. Are resources adequate for the scope?
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99. How do you gather Project management application requirements?
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100. What Project management application requirements should be gathered?
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101. Does the scope remain the same?
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102. 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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103. 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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104. What sources do you use to gather information for a Project management application study?
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105. Has a project plan, Gantt chart, or similar been developed/completed?
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106. Are there different segments of customers?
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107. The political context: who holds power?
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108. Are roles and responsibilities formally defined?
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