Financial Health Management A Complete Guide - 2020 Edition. Gerardus Blokdyk
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62. What are the compelling stakeholder reasons for embarking on Financial Health Management?
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63. Is there a completed SIPOC representation, describing the Suppliers, Inputs, Process, Outputs, and Customers?
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64. What system do you use for gathering Financial Health Management information?
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65. What scope to assess?
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66. 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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67. Are resources adequate for the scope?
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68. Is the team equipped with available and reliable resources?
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69. How will variation in the actual durations of each activity be dealt with to ensure that the expected Financial Health Management results are met?
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70. Who approved the Financial Health Management scope?
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71. What are the Roles and Responsibilities for each team member and its leadership? Where is this documented?
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72. Do you all define Financial Health Management in the same way?
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73. Who defines (or who defined) the rules and roles?
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74. Have all basic functions of Financial Health Management been defined?
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75. What baselines are required to be defined and managed?
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76. What Financial Health Management requirements should be gathered?
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77. Does the team have regular meetings?
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78. In what way can you redefine the criteria of choice clients have in your category in your favor?
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79. Has a team charter been developed and communicated?
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80. What specifically is the problem? Where does it occur? When does it occur? What is its extent?
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81. What gets examined?
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82. What is the scope of the Financial Health Management effort?
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83. How do you build the right business case?
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84. What is out-of-scope initially?
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85. What information should you gather?
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86. Are all requirements met?
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87. What customer feedback methods were used to solicit their input?
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88. When is/was the Financial Health Management start date?
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89. What are (control) requirements for Financial Health Management Information?
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90. What critical content must be communicated – who, what, when, where, and how?
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91. Are different versions of process maps needed to account for the different types of inputs?
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92. Is the work to date meeting requirements?
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93. Who are the Financial Health Management improvement team members, including Management Leads and Coaches?
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94. When is the estimated completion date?
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95. Has a high-level ‘as is’ process map been completed, verified and validated?
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96. How do you gather requirements?
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97. Has a Financial Health Management requirement not been met?
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98. Has the improvement team collected the ‘voice of the customer’ (obtained feedback – qualitative and quantitative)?
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99. Will team members perform Financial Health Management work when assigned and in a timely fashion?
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100. What is the definition of Financial Health Management excellence?
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101. Do you have organizational privacy requirements?
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102. How do you hand over Financial Health Management context?
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103. Have specific policy objectives been defined?
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104. Is it clearly defined in and to your organization what you do?
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105. Is the scope of Financial Health Management defined?
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106. Are required metrics defined, what are they?
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107. Has your scope been defined?
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108. Are roles and responsibilities formally defined?
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109. Is the team adequately staffed with the desired cross-functionality? If not, what additional resources are available to the team?
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110. How do you catch Financial Health Management definition inconsistencies?
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111. What is a worst-case scenario for losses?
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112. How do you think the partners involved in Financial Health Management would have defined success?
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113. Is Financial Health Management linked to key stakeholder goals and objectives?
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114. Is Financial Health Management required?
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115. Is there any additional Financial Health Management definition of success?
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116. What is the definition of success?
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117. Is scope creep really all bad news?
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