77. How would you define the culture at your organization, how susceptible is it to Carbon project changes?
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78. What is the context?
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79. What information should you gather?
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80. 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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81. What constraints exist that might impact the team?
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82. What gets examined?
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83. What are the core elements of the Carbon project business case?
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84. What sources do you use to gather information for a Carbon project study?
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85. Is the improvement team aware of the different versions of a process: what they think it is vs. what it actually is vs. what it should be vs. what it could be?
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86. What is the worst case scenario?
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87. Is the team adequately staffed with the desired cross-functionality? If not, what additional resources are available to the team?
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88. Has a high-level ‘as is’ process map been completed, verified and validated?
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89. What customer feedback methods were used to solicit their input?
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90. How do you keep key subject matter experts in the loop?
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91. If substitutes have been appointed, have they been briefed on the Carbon project goals and received regular communications as to the progress to date?
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92. How is the team tracking and documenting its work?
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93. Who defines (or who defined) the rules and roles?
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94. What is a worst-case scenario for losses?
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95. What defines best in class?
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96. Are approval levels defined for contracts and supplements to contracts?
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97. What is out of scope?
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98. How do you gather the stories?
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99. How would you define Carbon project leadership?
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100. How do you build the right business case?
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101. Do the problem and goal statements meet the SMART criteria (specific, measurable, attainable, relevant, and time-bound)?
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102. How did the Carbon project manager receive input to the development of a Carbon project improvement plan and the estimated completion dates/times of each activity?
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103. Are different versions of process maps needed to account for the different types of inputs?
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104. Are all requirements met?
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105. Are there any constraints known that bear on the ability to perform Carbon project work? How is the team addressing them?
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106. What scope do you want your strategy to cover?
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107. Do you have organizational privacy requirements?
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108. Is scope creep really all bad news?
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109. Is the Carbon project scope manageable?
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110. Have all basic functions of Carbon project been defined?
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111. Who are the Carbon project improvement team members, including Management Leads and Coaches?
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112. How was the ‘as is’ process map developed, reviewed, verified and validated?
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113. What knowledge or experience is required?
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114. Has the Carbon project 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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115. 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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116. Is there a critical path to deliver Carbon project results?
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117. Are there different segments of customers?
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118. Are roles and responsibilities formally defined?
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119. What system do you use for gathering Carbon project information?
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120. What Carbon project requirements should be gathered?
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121. What is in the scope and what is not in scope?
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122. What are the Carbon project tasks and definitions?
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123. 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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124. Is Carbon project currently on schedule according to the plan?
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125. Is the work to date meeting requirements?
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126. What is out-of-scope initially?
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127. Has a team charter been developed and communicated?
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128. Has the direction changed at all during the course of Carbon project? If so, when did it change and why?
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129. Has your scope been defined?
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130. Are resources adequate for the scope?
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Add up total points for this section: _____ = Total points for this