Project 6 A Complete Guide - 2020 Edition. Gerardus Blokdyk
types of inputs?
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20. Is the Project 6 scope complete and appropriately sized?
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21. What is in scope?
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22. How can the value of Project 6 be defined?
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23. Is there a completed SIPOC representation, describing the Suppliers, Inputs, Process, Outputs, and Customers?
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24. Who are the Project 6 improvement team members, including Management Leads and Coaches?
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25. What scope do you want your strategy to cover?
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26. What is the definition of Project 6 excellence?
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27. Are there any constraints known that bear on the ability to perform Project 6 work? How is the team addressing them?
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28. How do you catch Project 6 definition inconsistencies?
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29. Are the Project 6 requirements testable?
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30. What are the Project 6 tasks and definitions?
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31. How and when will the baselines be defined?
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32. Has a high-level ‘as is’ process map been completed, verified and validated?
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33. The political context: who holds power?
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34. What critical content must be communicated – who, what, when, where, and how?
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35. How have you defined all Project 6 requirements first?
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36. How is the team tracking and documenting its work?
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37. How does the Project 6 manager ensure against scope creep?
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38. Has a team charter been developed and communicated?
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39. Do you have organizational privacy requirements?
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40. Who defines (or who defined) the rules and roles?
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41. What specifically is the problem? Where does it occur? When does it occur? What is its extent?
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42. How will variation in the actual durations of each activity be dealt with to ensure that the expected Project 6 results are met?
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43. Has the Project 6 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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44. Are there different segments of customers?
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45. Is data collected and displayed to better understand customer(s) critical needs and requirements.
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46. Is special Project 6 user knowledge required?
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47. Has a project plan, Gantt chart, or similar been developed/completed?
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48. How would you define the culture at your organization, how susceptible is it to Project 6 changes?
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49. Are resources adequate for the scope?
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50. Is the team adequately staffed with the desired cross-functionality? If not, what additional resources are available to the team?
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51. How are consistent Project 6 definitions important?
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52. What is the scope of the Project 6 work?
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53. How would you define Project 6 leadership?
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54. What customer feedback methods were used to solicit their input?
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55. Is the current ‘as is’ process being followed? If not, what are the discrepancies?
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56. Is there any additional Project 6 definition of success?
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57. Are approval levels defined for contracts and supplements to contracts?
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58. Has a Project 6 requirement not been met?
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59. Is the team equipped with available and reliable resources?
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60. Is it clearly defined in and to your organization what you do?
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61. How do you gather requirements?
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62. 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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63. What scope to assess?
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64. What key stakeholder process output measure(s) does Project 6 leverage and how?
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65. What gets examined?
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66. Is Project 6 required?
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67. 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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68. Where can you gather more information?
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69. Have specific policy objectives been defined?
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70. What information do you gather?
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71. What would be the goal or target for a Project 6’s improvement team?
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72. Does the team have regular meetings?
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73. How do you build the right business case?
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74. How do you manage scope?
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75. 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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