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elements of the Process Thinking business case?

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      74. How often are the team meetings?

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      75. Are all requirements met?

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      76. Is full participation by members in regularly held team meetings guaranteed?

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      77. How do you think the partners involved in Process Thinking would have defined success?

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      78. When are meeting minutes sent out? Who is on the distribution list?

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      79. How do you keep key subject matter experts in the loop?

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      80. Have all basic functions of Process Thinking been defined?

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      81. Have all of the relationships been defined properly?

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      82. How and when will the baselines be defined?

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      83. How do you manage scope?

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      84. How would you define the culture at your organization, how susceptible is it to Process Thinking changes?

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      85. Are there any constraints known that bear on the ability to perform Process Thinking work? How is the team addressing them?

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      86. Is it clearly defined in and to your organization what you do?

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      87. 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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      88. Is the scope of Process Thinking defined?

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      89. Is the Process Thinking scope complete and appropriately sized?

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      90. Is Process Thinking linked to key stakeholder goals and objectives?

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      91. What constraints exist that might impact the team?

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      92. How do you manage changes in Process Thinking requirements?

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      93. Is there a completed, verified, and validated high-level ‘as is’ (not ‘should be’ or ‘could be’) stakeholder process map?

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      94. Is the team sponsored by a champion or stakeholder leader?

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      95. Who defines (or who defined) the rules and roles?

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      96. Do the problem and goal statements meet the SMART criteria (specific, measurable, attainable, relevant, and time-bound)?

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      97. What are the Roles and Responsibilities for each team member and its leadership? Where is this documented?

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      98. What are the compelling stakeholder reasons for embarking on Process Thinking?

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      99. Who is gathering Process Thinking information?

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      100. The political context: who holds power?

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      101. When is/was the Process Thinking start date?

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      102. Has a high-level ‘as is’ process map been completed, verified and validated?

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      103. Is Process Thinking required?

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      104. How do you gather requirements?

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      105. In what way can you redefine the criteria of choice clients have in your category in your favor?

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      106. 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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      107. Will team members perform Process Thinking work when assigned and in a timely fashion?

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      108. Has the improvement team collected the ‘voice of the customer’ (obtained feedback – qualitative and quantitative)?

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      109. How do you manage unclear Process Thinking requirements?

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      110. How does the Process Thinking manager ensure against scope creep?

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      111. What is the scope of Process Thinking?

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      112. Is the Process Thinking scope manageable?

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      113. Do you have organizational privacy requirements?

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      114. Is there a clear Process Thinking case definition?

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      115. Are different versions of process maps needed to account for the different types of inputs?

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      116. How is the team tracking and documenting its work?

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      117. Is the team equipped with available and reliable resources?

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      118. Are resources adequate for the scope?

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      119. What key stakeholder process output measure(s) does Process Thinking leverage and how?

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      120. Has a Process Thinking requirement not been met?

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      121. What customer feedback methods were used to solicit their input?

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      122. Has everyone on the team, including the team leaders, been properly trained?

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      123. How will the Process Thinking team and the group measure complete success of Process Thinking?

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      124. What system do you use for gathering Process Thinking information?

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      125. Have the customer needs been translated into specific, measurable requirements? How?

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      126. Does the team have regular meetings?

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      127. What happens if Process Thinking’s scope changes?

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      128. Are improvement team members fully trained on Process Thinking?

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