Читать книгу Cash Handling System 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. Is there a completed, verified, and validated high-level ‘as is’ (not ‘should be’ or ‘could be’) stakeholder process map?
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2. Is Cash handling system currently on schedule according to the plan?
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3. Are there different segments of customers?
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4. What was the context?
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5. Has a team charter been developed and communicated?
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6. What are the tasks and definitions?
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7. Are improvement team members fully trained on Cash handling system?
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8. What are the rough order estimates on cost savings/opportunities that Cash handling system brings?
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9. What information do you gather?
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10. Is the team equipped with available and reliable resources?
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11. Is the work to date meeting requirements?
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12. What are the record-keeping requirements of Cash handling system activities?
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13. How is the team tracking and documenting its work?
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14. What are (control) requirements for Cash handling system Information?
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15. How will variation in the actual durations of each activity be dealt with to ensure that the expected Cash handling system results are met?
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16. Are required metrics defined, what are they?
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17. Is data collected and displayed to better understand customer(s) critical needs and requirements.
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18. What is the context?
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19. What gets examined?
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20. Is full participation by members in regularly held team meetings guaranteed?
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21. Is special Cash handling system user knowledge required?
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22. Are customer(s) identified and segmented according to their different needs and requirements?
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23. Who is gathering information?
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24. What Cash handling system services do you require?
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25. What system do you use for gathering Cash handling system information?
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26. Has the Cash handling system 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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27. Is the team formed and are team leaders (Coaches and Management Leads) assigned?
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28. What would be the goal or target for a Cash handling system’s improvement team?
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29. How do you manage unclear Cash handling system requirements?
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30. What scope to assess?
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31. Why are you doing Cash handling system and what is the scope?
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32. What is the scope of Cash handling system?
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33. What constraints exist that might impact the team?
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34. Is there a completed SIPOC representation, describing the Suppliers, Inputs, Process, Outputs, and Customers?
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35. Has a high-level ‘as is’ process map been completed, verified and validated?
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36. What baselines are required to be defined and managed?
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37. Who are the Cash handling system improvement team members, including Management Leads and Coaches?
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38. 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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39. Who approved the Cash handling system scope?
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40. Is Cash handling system linked to key stakeholder goals and objectives?
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41. What are the Roles and Responsibilities for each team member and its leadership? Where is this documented?
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42. Will a Cash handling system production readiness review be required?
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43. Is the current ‘as is’ process being followed? If not, what are the discrepancies?
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44. Are different versions of process maps needed to account for the different types of inputs?
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45. How and when will the baselines be defined?
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46. Have the customer needs been translated into specific, measurable requirements? How?
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47. How did the Cash handling system manager receive input to the development of a Cash handling system improvement plan and the estimated completion dates/times of each activity?
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48. Is the Cash handling system scope manageable?
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49. What are the dynamics of the communication plan?
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50. Have specific policy objectives been defined?
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51. What critical content must be communicated – who, what, when, where, and how?
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52. How would you define Cash handling system leadership?
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53. Who defines (or who defined) the rules and roles?
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54. Have all basic functions of Cash handling system been defined?
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55. Is there a critical path to deliver Cash handling system results?
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56. When is/was the Cash handling system start date?
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57. Scope of sensitive information?
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58. Is there a Cash handling system management charter, including stakeholder case, problem and goal statements, scope, milestones, roles and responsibilities, communication plan?
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59. What defines best in class?
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60. How was the ‘as is’ process map developed, reviewed, verified and validated?
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61. How will the Cash handling system team and the group measure complete success of Cash handling system?
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62. What is a worst-case scenario for losses?
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63. If substitutes have been appointed, have they been briefed on the Cash handling system goals and received regular communications as to the progress to date?
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64. Has a project plan, Gantt chart, or similar been developed/completed?
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65. What is the scope of the Cash handling system work?
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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. Has the direction changed at all during the course of Cash handling system? If so, when did it change and why?
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123. What knowledge or experience is required?
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124. When is the estimated completion date?
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125. Is it clearly defined in and to your organization what you do?
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126. Is there a clear Cash handling system case definition?
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127. How does the Cash handling system manager ensure against scope creep?
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128. What Cash handling system requirements should be gathered?
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129. How do you gather requirements?
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130. Are roles and responsibilities formally defined?
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131. Are the Cash handling system requirements testable?
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132. What is in the scope and what is not in scope?
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133. Where can you gather more information?
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134. Does the team have regular meetings?
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135. What are the Cash handling system use cases?
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136. Are accountability and ownership for Cash handling system clearly defined?
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137. What scope do you want your strategy to cover?
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138. How do you manage changes in Cash handling system requirements?
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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 Cash handling system Index at the beginning of the Self-Assessment.
