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rather than an understanding of the nature of systems themselves, what approach will permit your organization to deal with the kind of unpredictable emergent behaviors that dynamic complexity can introduce?

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      105. What are the costs of delaying Cash flow projection action?

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      106. What details are required of the Cash flow projection cost structure?

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      107. How do you verify the authenticity of the data and information used?

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      108. What users will be impacted?

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      109. What evidence is there and what is measured?

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      110. Did you tackle the cause or the symptom?

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      111. Are there competing Cash flow projection priorities?

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      112. How do you measure efficient delivery of Cash flow projection services?

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      113. How do you prevent mis-estimating cost?

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      114. What are predictive Cash flow projection analytics?

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      115. Has a cost center been established?

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      116. What could cause you to change course?

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      117. How sensitive must the Cash flow projection strategy be to cost?

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      118. Are you able to realize any cost savings?

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      119. Do you verify that corrective actions were taken?

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      120. What disadvantage does this cause for the user?

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      121. How long to keep data and how to manage retention costs?

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      122. Who is involved in verifying compliance?

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      123. What does your operating model cost?

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      124. What harm might be caused?

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      125. How is the value delivered by Cash flow projection being measured?

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      126. How will you measure success?

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      127. Are you aware of what could cause a problem?

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      128. How is performance measured?

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      129. How do you focus on what is right -not who is right?

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      130. How do you measure lifecycle phases?

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      131. Do you have an issue in getting priority?

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      132. How do you aggregate measures across priorities?

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      133. How do you stay flexible and focused to recognize larger Cash flow projection results?

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      134. What would it cost to replace your technology?

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