Читать книгу Banking As A Service A Complete Guide - 2020 Edition - Gerardus Blokdyk - Страница 8
ОглавлениеCRITERION #2: DEFINE:
INTENT: Formulate the stakeholder problem. Define the problem, needs and objectives.
In my belief, the answer to this question is clearly defined:
5 Strongly Agree
4 Agree
3 Neutral
2 Disagree
1 Strongly Disagree
1. Have all basic functions of Banking as a service been defined?
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2. Is the team adequately staffed with the desired cross-functionality? If not, what additional resources are available to the team?
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3. What key stakeholder process output measure(s) does Banking as a service leverage and how?
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4. What are the core elements of the Banking as a service business case?
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5. Has the Banking as a service 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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6. How do you manage unclear Banking as a service requirements?
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7. What is the scope?
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8. What are (control) requirements for Banking as a service Information?
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9. How and when will the baselines be defined?
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10. What gets examined?
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11. Has your scope been defined?
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12. Do you have a Banking as a service success story or case study ready to tell and share?
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13. How did the Banking as a service manager receive input to the development of a Banking as a service improvement plan and the estimated completion dates/times of each activity?
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14. How do you catch Banking as a service definition inconsistencies?
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15. What information do you gather?
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16. Has a high-level ‘as is’ process map been completed, verified and validated?
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17. Is the Banking as a service scope manageable?
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18. Is there a completed SIPOC representation, describing the Suppliers, Inputs, Process, Outputs, and Customers?
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19. Are all requirements met?
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20. How do you gather requirements?
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21. How would you define the culture at your organization, how susceptible is it to Banking as a service changes?
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22. Who is gathering Banking as a service information?
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23. What are the requirements for audit information?
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24. What is the scope of the Banking as a service effort?
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25. How do you gather the stories?
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26. What intelligence can you gather?
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27. How can the value of Banking as a service be defined?
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28. How do you build the right business case?
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29. What is the definition of Banking as a service excellence?
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30. Is there a completed, verified, and validated high-level ‘as is’ (not ‘should be’ or ‘could be’) stakeholder process map?
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31. How do you manage changes in Banking as a service requirements?
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32. What information should you gather?
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33. What is the definition of success?
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34. How would you define Banking as a service leadership?
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35. Are there any constraints known that bear on the ability to perform Banking as a service work? How is the team addressing them?
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36. When is/was the Banking as a service start date?
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37. What was the context?
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38. What is the scope of Banking as a service?
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39. How do you think the partners involved in Banking as a service would have defined success?
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40. Have all of the relationships been defined properly?
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41. Is the work to date meeting requirements?
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42. What happens if Banking as a service’s scope changes?
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43. What would be the goal or target for a Banking as a service’s improvement team?
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44. Where can you gather more information?
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45. What Banking as a service requirements should be gathered?
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46. What constraints exist that might impact the team?
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47. Do you have organizational privacy requirements?
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48. What specifically is the problem? Where does it occur? When does it occur? What is its extent?
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49. Is there any additional Banking as a service definition of success?
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50. When are meeting minutes sent out? Who is on the distribution list?
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51. What knowledge or experience is required?
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52. Is the scope of Banking as a service defined?
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53. Does the team have regular meetings?
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54. How are consistent Banking as a service definitions important?
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55. Who defines (or who defined) the rules and roles?
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56. How do you manage scope?
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57. How will variation in the actual durations of each activity be dealt with to ensure that the expected Banking as a service results are met?
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58. Who is gathering information?
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59. Is scope creep really all bad news?
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60. 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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61. How have you defined all Banking as a service requirements first?
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62. Have the customer needs been translated into specific, measurable requirements? How?
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63. Are the Banking as a service requirements complete?
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64. What are the rough order estimates on cost savings/opportunities that Banking as a service brings?
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65. What is in scope?
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66. Has the direction changed at all during the course of Banking as a service? If so, when did it change and why?
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67. How is the team tracking and documenting its work?
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68. What is out-of-scope initially?
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69. What is a worst-case scenario for losses?
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70. Has the improvement team collected the ‘voice of the customer’ (obtained feedback – qualitative and quantitative)?
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71. What is the worst case scenario?
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72. In what way can you redefine the criteria of choice clients have in your category in your favor?
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73. What sort of initial information to gather?
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74. How do you gather Banking as a service requirements?
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75. Is Banking as a service linked to key stakeholder goals and objectives?
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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 different versions of process maps needed to account for the different types of inputs?
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78. 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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79. Do the problem and goal statements meet the SMART criteria (specific, measurable, attainable, relevant, and time-bound)?
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80. Are task requirements clearly defined?
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81. What are the dynamics of the communication plan?
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82. Why are you doing Banking as a service and what is the scope?
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83. How often are the team meetings?
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84. How does the Banking as a service manager ensure against scope creep?
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85. What baselines are required to be defined and managed?
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86. Are there different segments of customers?
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87. How will the Banking as a service team and the group measure complete success of Banking as a service?
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88. When is the estimated completion date?
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89. Is there a critical path to deliver Banking as a service results?
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90. Are required metrics defined, what are they?
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91. What are the tasks and definitions?
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92. What is the scope of the Banking as a service work?
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93. Do you all define Banking as a service in the same way?
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94. Has a project plan, Gantt chart, or similar been developed/completed?
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95. Will a Banking as a service production readiness review be required?
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96. Has everyone on the team, including the team leaders, been properly trained?
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97. What are the compelling stakeholder reasons for embarking on Banking as a service?
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98. Are resources adequate for the scope?
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99. Scope of sensitive information?
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100. What system do you use for gathering Banking as a service information?
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101. Has a team charter been developed and communicated?
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102. How was the ‘as is’ process map developed, reviewed, verified and validated?
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103. What Banking as a service services do you require?
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104. What are the record-keeping requirements of Banking as a service activities?
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105. If substitutes have been appointed, have they been briefed on the Banking as a service goals and received regular communications as to the progress to date?
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106. Has a Banking as a service requirement not been met?
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107. What critical content must be communicated – who, what, when, where, and how?
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108. Is special Banking as a service user knowledge required?
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109. What is the context?
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110. 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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111. Is the Banking as a service scope complete and appropriately sized?
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112. What scope do you want your strategy to cover?
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113. Who are the Banking as a service improvement team members, including Management Leads and Coaches?
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114. What scope to assess?
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115. Are roles and responsibilities formally defined?
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116. How do you keep key subject matter experts in the loop?
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117. Is the current ‘as is’ process being followed? If not, what are the discrepancies?
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118. Are accountability and ownership for Banking as a service clearly defined?
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119. Is it clearly defined in and to your organization what you do?
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120. What is out of scope?
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121. What is in the scope and what is not in scope?
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122. What customer feedback methods were used to solicit their input?
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123. Does the scope remain the same?
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124. Is Banking as a service currently on schedule according to the plan?
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125. The political context: who holds power?
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126. Have specific policy objectives been defined?
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127. Has/have the customer(s) been identified?
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128. What are the Banking as a service use cases?
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129. 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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130. Is Banking as a service required?
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131. Is there a clear Banking as a service case definition?
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132. Are audit criteria, scope, frequency and methods defined?
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133. How do you hand over Banking as a service context?
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134. What are the Banking as a service tasks and definitions?
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Add up total points for this section: _____ = Total points for this section
Divided by: ______ (number of statements answered) = ______ Average score for this section
Transfer your score to the Banking as a service Index at the beginning of the Self-Assessment.
