66. What sources do you use to gather information for a Cash handling system study?
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67. What is the worst case scenario?
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68. How are consistent Cash handling system definitions important?
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69. How do you build the right business case?
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70. 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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71. What is out-of-scope initially?
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72. When are meeting minutes sent out? Who is on the distribution list?
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73. Who is gathering Cash handling system information?
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74. Will team members perform Cash handling system work when assigned and in a timely fashion?
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75. Has/have the customer(s) been identified?
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76. How do you manage scope?
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77. 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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78. What are the compelling stakeholder reasons for embarking on Cash handling system?
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79. What customer feedback methods were used to solicit their input?
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80. The political context: who holds power?
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81. How do you catch Cash handling system definition inconsistencies?
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82. Do you have a Cash handling system success story or case study ready to tell and share?
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83. Is scope creep really all bad news?
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84. What intelligence can you gather?
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85. How do you gather the stories?
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86. What specifically is the problem? Where does it occur? When does it occur? What is its extent?
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87. What is the definition of success?
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88. Is there any additional Cash handling system definition of success?
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89. In what way can you redefine the criteria of choice clients have in your category in your favor?
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90. Has a Cash handling system requirement not been met?
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91. What are the requirements for audit information?
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92. 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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93. How have you defined all Cash handling system requirements first?
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94. What are the Cash handling system tasks and definitions?
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95. Is the Cash handling system scope complete and appropriately sized?
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96. Does the scope remain the same?
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97. What information should you gather?
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98. Are approval levels defined for contracts and supplements to contracts?
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99. Is the team adequately staffed with the desired cross-functionality? If not, what additional resources are available to the team?
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100. Have all of the relationships been defined properly?
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101. What is the definition of Cash handling system excellence?
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102. Do the problem and goal statements meet the SMART criteria (specific, measurable, attainable, relevant, and time-bound)?
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103. Will team members regularly document their Cash handling system work?
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104. Are there any constraints known that bear on the ability to perform Cash handling system work? How is the team addressing them?
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105. Has your scope been defined?
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106. Do you have organizational privacy requirements?
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107. Has the improvement team collected the ‘voice of the customer’ (obtained feedback – qualitative and quantitative)?
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108. Are task requirements clearly defined?
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109. Is Cash handling system required?
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110. Are resources adequate for the scope?
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111. What is in scope?
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112. How can the value of Cash handling system be defined?
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113. Are audit criteria, scope, frequency and methods defined?
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114. Are all requirements met?
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115. What is out of scope?
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116. How would you define the culture at your organization, how susceptible is it to Cash handling system changes?
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117. How do you gather Cash handling system requirements?
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118. How often are the team meetings?
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119. What key stakeholder process output measure(s) does Cash handling system leverage and how?
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120. Has everyone on the team, including the team leaders, been properly trained?
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121. How do you keep key subject matter experts in the loop?
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122.