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Has the direction changed at all during the course of Health management? If so, when did it change and why?

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      23. How have you defined all Health management requirements first?

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      24. Where can you gather more information?

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      25. What happens if Health management’s scope changes?

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      26. Are improvement team members fully trained on Health management?

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      27. How would you define the culture at your organization, how susceptible is it to Health management changes?

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      28. Will team members regularly document their Health management work?

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      29. What are the requirements for audit information?

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      30. Is the work to date meeting requirements?

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      31. How will variation in the actual durations of each activity be dealt with to ensure that the expected Health management results are met?

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

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      34. What is out-of-scope initially?

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      35. Do you all define Health management in the same way?

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

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      37. What is the scope of Health management?

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      38. When is/was the Health management start date?

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

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

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      41. Are the Health management requirements testable?

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

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      43. Are team charters developed?

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      44. Are customers identified and high impact areas defined?

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      45. How and when will the baselines be defined?

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      46. What is the worst case scenario?

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      47. How do you manage scope?

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

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      49. How do you catch Health management definition inconsistencies?

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

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      51. What are the dynamics of the communication plan?

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

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      53. How do you hand over Health management context?

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      54. The political context: who holds power?

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      55. Are customer(s) identified and segmented according to their different needs and requirements?

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

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      57. What is the scope of the Health management work?

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      58. Is the Health management scope complete and appropriately sized?

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      59. What is the scope?

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

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      61. Do payment models require lock-in of clients to specific providers?

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      62. Is there a critical path to deliver Health management results?

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      63. Scope of sensitive information?

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      64. How do you build the right business case?

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      65. How do you gather requirements?

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      66. Are there different segments of customers?

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      67. Are approval levels defined for contracts and supplements to contracts?

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      68. What was the context?

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      69. Are resources adequate for the scope?

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      70. Does the scope remain the same?

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      71. Is special Health management user knowledge required?

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      72. Are stakeholder processes mapped?

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      73. Has anyone else (internal or external to the group) attempted to solve this problem or a similar one before? If so, what knowledge can be leveraged from these previous efforts?

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

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

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      76. What scope to assess?

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      77. How does the Health management manager ensure against scope creep?

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      78. What baselines are required to be defined and managed?

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      79. What is in scope?

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

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