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75. What are the tasks and definitions?
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76. What are the Roles and Responsibilities for each team member and its leadership? Where is this documented?
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77. Are audit criteria, scope, frequency and methods defined?
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78. Are approval levels defined for contracts and supplements to contracts?
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79. How does the Line production manager ensure against scope creep?
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80. What are the compelling stakeholder reasons for embarking on Line production?
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81. What scope do you want your strategy to cover?
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82. Is Line production currently on schedule according to the plan?
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83. What is the context?
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84. Where can you gather more information?
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85. Is the current ‘as is’ process being followed? If not, what are the discrepancies?
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86. Are the Line production requirements complete?
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87. Are roles and responsibilities formally defined?
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88. How and when will the baselines be defined?
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89. Have specific policy objectives been defined?
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90. Does the team have regular meetings?
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91. 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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92. How would you define Line production leadership?
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93. How was the ‘as is’ process map developed, reviewed, verified and validated?
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94. Does the scope remain the same?
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95. Are the Line production requirements testable?
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96. What scope to assess?
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97. Is special Line production user knowledge required?
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98. Are resources adequate for the scope?
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99. Is data collected and displayed to better understand customer(s) critical needs and requirements.
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100. Who are the Line production improvement team members, including Management Leads and Coaches?
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101. Has a high-level ‘as is’ process map been completed, verified and validated?
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102. How do you gather requirements?
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103. What happens if Line production’s scope changes?
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104. Has a team charter been developed and communicated?
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105. What constraints exist that might impact the team?
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106. Is it clearly defined in and to your organization what you do?
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107. Is the Line production scope manageable?
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108. What is out of scope?
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109. What is the scope of the Line production work?
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110. 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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111. What are the core elements of the Line production business case?
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112. How is the team tracking and documenting its work?
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113. How do you manage scope?
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114. What is in scope?
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115. Is the team adequately staffed with the desired cross-functionality? If not, what additional resources are available to the team?
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116. What Line production services do you require?
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117. What critical content must be communicated – who, what, when, where, and how?
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118. Is the work to date meeting requirements?
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119. How will the Line production team and the group measure complete success of Line production?
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120. What information do you gather?
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121. Who approved the Line production scope?
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122. How do you catch Line production definition inconsistencies?
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123. Do you have organizational privacy requirements?
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124. How can the value of Line production be defined?
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125. What are (control) requirements for Line production Information?
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126. What is in the scope and what is not in scope?
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127. Is there a completed, verified, and validated high-level ‘as is’ (not ‘should be’ or ‘could be’) stakeholder process map?
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128. Is Line production linked to key stakeholder goals and objectives?
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129. Has the improvement team collected the ‘voice of the customer’ (obtained feedback – qualitative and quantitative)?
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130. What system do you use for gathering Line production information?
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131. Has your scope