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73. What are the tasks and definitions?
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74. Are approval levels defined for contracts and supplements to contracts?
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75. Has the Tracking systems 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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76. When are meeting minutes sent out? Who is on the distribution list?
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77. What happens if Tracking systems’s scope changes?
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78. Has your scope been defined?
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79. Is the scope of Tracking systems defined?
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80. Are task requirements clearly defined?
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81. What is the scope?
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82. 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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83. Is there a clear Tracking systems case definition?
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84. Are roles and responsibilities formally defined?
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85. When is the estimated completion date?
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86. What are the requirements for audit information?
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87. Has the improvement team collected the ‘voice of the customer’ (obtained feedback – qualitative and quantitative)?
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88. Have all of the relationships been defined properly?
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89. What gets examined?
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90. How do you keep key subject matter experts in the loop?
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91. What is the definition of Tracking systems excellence?
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92. Are all requirements met?
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93. What constraints exist that might impact the team?
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94. Is it clearly defined in and to your organization what you do?
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95. Do you have organizational privacy requirements?
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96. What critical content must be communicated – who, what, when, where, and how?
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97. What was the context?
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98. Who is gathering Tracking systems information?
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99. What baselines are required to be defined and managed?
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100. How did the Tracking systems manager receive input to the development of a Tracking systems improvement plan and the estimated completion dates/times of each activity?
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101. What system do you use for gathering Tracking systems information?
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102. How would you define the culture at your organization, how susceptible is it to Tracking systems changes?
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103. How do you hand over Tracking systems context?
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104. Is there a critical path to deliver Tracking systems results?
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105. What knowledge or experience is required?
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106. What are (control) requirements for Tracking systems Information?
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107. Is there a completed SIPOC representation, describing the Suppliers, Inputs, Process, Outputs, and Customers?
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108. How was the ‘as is’ process map developed, reviewed, verified and validated?
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109. What is the worst case scenario?
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110. Is special Tracking systems user knowledge required?
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111. 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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112. Is the Tracking systems scope manageable?
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113. How will the Tracking systems team and the group measure complete success of Tracking systems?
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114. Do the problem and goal statements meet the SMART criteria (specific, measurable, attainable, relevant, and time-bound)?
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115. Is the current ‘as is’ process being followed? If not, what are the discrepancies?
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116. Has the direction changed at all during the course of Tracking systems? If so, when did it change and why?
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117. Why are you doing Tracking systems and what is the scope?
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118. Is scope creep really all bad news?
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119. What information should you gather?
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120. When is/was the Tracking systems start date?
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121. How does the Tracking systems manager ensure against scope creep?
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122. Are different versions of process maps needed to account for the different types of inputs?
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123. What sources do you use to gather information for a Tracking systems study?
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124. Is the work to date meeting requirements?
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125. Do you all define Tracking systems in the same way?
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126. Has a team charter been developed and communicated?
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127. Is Tracking systems currently on schedule according to the plan?
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128. Do