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5. What needs to be done?
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6. How do you recognize an Line production objection?
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7. Are there any revenue recognition issues?
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8. How are training requirements identified?
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9. Consider your own Line production project, what types of organizational problems do you think might be causing or affecting your problem, based on the work done so far?
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10. What are the Line production resources needed?
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11. What Line production capabilities do you need?
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12. Will Line production deliverables need to be tested and, if so, by whom?
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13. What Line production problem should be solved?
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14. What do employees need in the short term?
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15. Is it needed?
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16. What vendors make products that address the Line production needs?
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17. What resources or support might you need?
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18. Which information does the Line production business case need to include?
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19. What are the stakeholder objectives to be achieved with Line production?
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20. How many trainings, in total, are needed?
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21. To what extent would your organization benefit from being recognized as a award recipient?
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22. Where do you need to exercise leadership?
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23. Will it solve real problems?
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24. Which issues are too important to ignore?
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25. Will new equipment/products be required to facilitate Line production delivery, for example is new software needed?
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26. What is the smallest subset of the problem you can usefully solve?
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27. Where is training needed?
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28. What is the problem or issue?
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29. Who are your key stakeholders who need to sign off?
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30. How do you identify the kinds of information that you will need?
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31. Do you know what you need to know about Line production?
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32. Can management personnel recognize the monetary benefit of Line production?
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33. What do you need to start doing?
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34. What Line production events should you attend?
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35. Do you recognize Line production achievements?
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36. Would you recognize a threat from the inside?
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37. Is the need for organizational change recognized?
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38. How do you assess your Line production workforce capability and capacity needs, including skills, competencies, and staffing levels?
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39. What information do users need?
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40. For your Line production project, identify and describe the business environment, is there more than one layer to the business environment?
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41. Will a response program recognize when a crisis occurs and provide some level of response?
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42. What needs to stay?
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43. What activities does the governance board need to consider?
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44. What prevents you from making the changes you know will make you a more effective Line production leader?
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45. What problems are you facing and how do you consider Line production will circumvent those obstacles?
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46. Do you need different information or graphics?
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47. How do you recognize an objection?
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48. What creative shifts do you need to take?
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49. What extra resources will you need?
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50. When a Line production manager recognizes a problem, what options are available?
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51. Are you dealing with any of the same issues today as yesterday? What can you do about this?
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52. Why is this needed?
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53. Are losses recognized in a timely manner?
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54. Are your goals realistic? Do you need to redefine your problem? Perhaps the problem has changed or maybe you have reached your goal and need to set a new one?
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55. How are the Line production’s objectives aligned to the group’s overall stakeholder strategy?
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56. How much are sponsors, customers, partners, stakeholders involved in Line production? In other words, what are the risks, if Line production does not deliver successfully?
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57. Who defines the rules in relation to any given issue?
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58. Who needs to know about Line production?
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59. Why the need?
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60. Are there any specific expectations or concerns about the Line production team, Line production itself?
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61. Are employees recognized or rewarded for performance that demonstrates