In my belief, the answer to this question is clearly defined:
5 Strongly Agree
4 Agree
3 Neutral
2 Disagree
1 Strongly Disagree
1. What problems are you facing and how do you consider Production equipment control will circumvent those obstacles?
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2. Are there any specific expectations or concerns about the Production equipment control team, Production equipment control itself?
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3. How can auditing be a preventative security measure?
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4. Does Production equipment control create potential expectations in other areas that need to be recognized and considered?
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5. How are training requirements identified?
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6. What vendors make products that address the Production equipment control needs?
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7. Which information does the Production equipment control business case need to include?
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8. Are there recognized Production equipment control problems?
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9. Can management personnel recognize the monetary benefit of Production equipment control?
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10. How do you identify subcontractor relationships?
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11. What are the timeframes required to resolve each of the issues/problems?
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12. How do you assess your Production equipment control workforce capability and capacity needs, including skills, competencies, and staffing levels?
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13. When a Production equipment control manager recognizes a problem, what options are available?
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14. What is the problem and/or vulnerability?
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15. Do you have/need 24-hour access to key personnel?
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16. Are problem definition and motivation clearly presented?
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17. Where is training needed?
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18. To what extent does each concerned units management team recognize Production equipment control as an effective investment?
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19. What extra resources will you need?
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20. Think about the people you identified for your Production equipment control project and the project responsibilities you would assign to them, what kind of training do you think they would need to perform these responsibilities effectively?
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21. What training and capacity building actions are needed to implement proposed reforms?
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22. Are there Production equipment control problems defined?
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23. Are there any revenue recognition issues?
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24. As a sponsor, customer or management, how important is it to meet goals, objectives?
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25. Do you know what you need to know about Production equipment control?
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26. Is the need for organizational change recognized?
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27. How do you recognize an objection?
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28. Will a response program recognize when a crisis occurs and provide some level of response?
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29. What is the smallest subset of the problem you can usefully solve?
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30. Are losses recognized in a timely manner?
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31. What needs to be done?
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32. What should be considered when identifying available resources, constraints, and deadlines?
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33. Is it needed?
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34. Is the quality assurance team identified?
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35. How does it fit into your organizational needs and tasks?
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36. Who needs to know about Production equipment control?
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37. What does Production equipment control success mean to the stakeholders?
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38. Will Production equipment control deliverables need to be tested and, if so, by whom?
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39. Would you recognize a threat from the inside?
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40. Are employees recognized for desired behaviors?
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41. How are the Production equipment control’s objectives aligned to the group’s overall stakeholder strategy?
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42. Who else hopes to benefit from it?
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43. What activities does the governance board need to consider?
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44. How are you going to measure success?
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45. What creative shifts do you need to take?
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46. How do you identify the kinds of information that you will need?
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47. What is the extent or complexity of the Production equipment control problem?
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48. What needs to stay?
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49. Are you dealing with any of the same issues today as yesterday? What can you do about this?
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50. What Production equipment control capabilities do you need?
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51. For your Production equipment control project, identify and describe the business environment, is there more than one layer to the business environment?
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52. Looking at each person individually – does every one have the qualities