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      66. What sources do you use to gather information for a Cash handling system study?

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      67. What is the worst case scenario?

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      68. How are consistent Cash handling system definitions important?

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      69. How do you build the right business case?

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      70. 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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      71. What is out-of-scope initially?

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

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      73. Who is gathering Cash handling system information?

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      74. Will team members perform Cash handling system work when assigned and in a timely fashion?

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

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      76. How do you manage scope?

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      77. 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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      78. What are the compelling stakeholder reasons for embarking on Cash handling system?

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

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      80. The political context: who holds power?

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      81. How do you catch Cash handling system definition inconsistencies?

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      82. Do you have a Cash handling system success story or case study ready to tell and share?

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      83. Is scope creep really all bad news?

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      84. What intelligence can you gather?

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      85. How do you gather the stories?

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

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      87. What is the definition of success?

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      88. Is there any additional Cash handling system definition of success?

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

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      90. Has a Cash handling system requirement not been met?

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      91. What are the requirements for audit information?

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      92. 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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      93. How have you defined all Cash handling system requirements first?

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      94. What are the Cash handling system tasks and definitions?

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      95. Is the Cash handling system scope complete and appropriately sized?

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      96. Does the scope remain the same?

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      97. What information should you gather?

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

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

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      100. Have all of the relationships been defined properly?

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      101. What is the definition of Cash handling system excellence?

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

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      103. Will team members regularly document their Cash handling system work?

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      104. Are there any constraints known that bear on the ability to perform Cash handling system work? How is the team addressing them?

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      105. Has your scope been defined?

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      106. Do you have organizational privacy requirements?

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

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      108. Are task requirements clearly defined?

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      109. Is Cash handling system required?

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      110. Are resources adequate for the scope?

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      111. What is in scope?

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      112. How can the value of Cash handling system be defined?

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

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      114. Are all requirements met?

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      115. What is out of scope?

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      116. How would you define the culture at your organization, how susceptible is it to Cash handling system changes?

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      117. How do you gather Cash handling system requirements?

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      118. How often are the team meetings?

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      119. What key stakeholder process output measure(s) does Cash handling system leverage and how?

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

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

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      122.

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