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