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      61. How do you hand over Desktop Management Interface context?

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      62. Are there different segments of customers?

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      63. How does the Desktop Management Interface manager ensure against scope creep?

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      64. How do you gather requirements?

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      65. Where can you gather more information?

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      66. What is the scope of the Desktop Management Interface effort?

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

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      68. Is there a clear Desktop Management Interface case definition?

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      69. Is the current ‘as is’ process being followed? If not, what are the discrepancies?

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      70. Have specific policy objectives been defined?

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

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      72. How do you manage changes in Desktop Management Interface requirements?

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      73. 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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      74. What sources do you use to gather information for a Desktop Management Interface study?

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      75. What critical content must be communicated – who, what, when, where, and how?

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      76. Have all of the relationships been defined properly?

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      77. What intelligence can you gather?

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      78. What are the Desktop Management Interface tasks and definitions?

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

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      80. Are the Desktop Management Interface requirements testable?

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      81. 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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      82. What are the compelling stakeholder reasons for embarking on Desktop Management Interface?

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      83. What scope do you want your strategy to cover?

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      84. How will variation in the actual durations of each activity be dealt with to ensure that the expected Desktop Management Interface results are met?

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      85. How and when will the baselines be defined?

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      86. Are audit criteria, scope, frequency and methods defined?

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      87. Has your scope been defined?

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      88. What system do you use for gathering Desktop Management Interface information?

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      89. Do you have organizational privacy requirements?

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

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      91. Who are the Desktop Management Interface improvement team members, including Management Leads and Coaches?

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      92. How often are the team meetings?

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      93. What specifically is the problem? Where does it occur? When does it occur? What is its extent?

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      94. What is a worst-case scenario for losses?

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      95. What constraints exist that might impact the team?

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      96. Are resources adequate for the scope?

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      97. What would be the goal or target for a Desktop Management Interface’s improvement team?

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      98. Is Desktop Management Interface currently on schedule according to the plan?

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      99. How was the ‘as is’ process map developed, reviewed, verified and validated?

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      100. Does the team have regular meetings?

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

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      102. The political context: who holds power?

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      103. How will the Desktop Management Interface team and the group measure complete success of Desktop Management Interface?

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      104. What key stakeholder process output measure(s) does Desktop Management Interface leverage and how?

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      105. Is the team adequately staffed with the desired cross-functionality? If not, what additional resources are available to the team?

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      106. What is the scope of Desktop Management Interface?

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      107. Has/have the customer(s) been identified?

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      108. How do you manage scope?

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      109. How did the Desktop Management Interface manager receive input to the development of a Desktop Management Interface improvement plan and the estimated completion dates/times of each activity?

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

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      111. 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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      112. Has a project plan, Gantt chart, or similar been developed/completed?

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      113. What is the context?

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      114. Are task requirements clearly defined?

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