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How do you think the partners involved in Financial intelligence would have defined success?
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62. What information should you gather?
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63. Are the Financial intelligence requirements testable?
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64. Are resources adequate for the scope?
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65. What Financial intelligence services do you require?
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66. What is the definition of Financial intelligence excellence?
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67. How have you defined all Financial intelligence requirements first?
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68. How will the Financial intelligence team and the group measure complete success of Financial intelligence?
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69. What intelligence can you gather?
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70. Do you have organizational privacy requirements?
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71. How do you hand over Financial intelligence context?
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72. What gets examined?
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73. Have the customer needs been translated into specific, measurable requirements? How?
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74. Will a Financial intelligence production readiness review be required?
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75. Who defines (or who defined) the rules and roles?
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76. The political context: who holds power?
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77. What is in the scope and what is not in scope?
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78. Is the current ‘as is’ process being followed? If not, what are the discrepancies?
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79. How did the Financial intelligence manager receive input to the development of a Financial intelligence improvement plan and the estimated completion dates/times of each activity?
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80. How do you manage changes in Financial intelligence requirements?
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81. Scope of sensitive information?
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82. What constraints exist that might impact the team?
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83. What key stakeholder process output measure(s) does Financial intelligence leverage and how?
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84. Is Financial intelligence required?
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85. Are there different segments of customers?
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86. What happens if Financial intelligence’s scope changes?
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87. In what way can you redefine the criteria of choice clients have in your category in your favor?
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88. Is there any additional Financial intelligence definition of success?
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89. Have all basic functions of Financial intelligence been defined?
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90. When is the estimated completion date?
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91. What are the record-keeping requirements of Financial intelligence activities?
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92. How would you define the culture at your organization, how susceptible is it to Financial intelligence changes?
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93. Is Financial intelligence currently on schedule according to the plan?
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94. Has everyone on the team, including the team leaders, been properly trained?
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95. Where can you gather more information?
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96. Is there a completed SIPOC representation, describing the Suppliers, Inputs, Process, Outputs, and Customers?
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97. What sources do you use to gather information for a Financial intelligence study?
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98. Are required metrics defined, what are they?
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99. Is scope creep really all bad news?
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100. How do you manage unclear Financial intelligence requirements?
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101. What critical content must be communicated – who, what, when, where, and how?
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102. Does the team have regular meetings?
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103. Is the team equipped with available and reliable resources?
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104. Does the scope remain the same?
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105. How are consistent Financial intelligence definitions important?
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106. Are roles and responsibilities formally defined?
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107. How do you manage scope?
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108. What is the scope of Financial intelligence?
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109. What is the context?
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110. What is in scope?
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111. When is/was the Financial intelligence start date?
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112. Will team members regularly document their Financial intelligence work?
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113. How was the ‘as is’ process map developed, reviewed, verified and validated?
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114. How do you build the right business case?
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115. Are task requirements clearly defined?
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116. What is the scope of the Financial intelligence work?
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117. Is the team adequately staffed with the desired cross-functionality? If not, what additional resources are available to the team?
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118. What are the core elements of the Financial intelligence business