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work?

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      5. Will team members perform Merchandise management system work when assigned and in a timely fashion?

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      6. What is in the scope and what is not in scope?

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      7. 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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      8. Is there any additional Merchandise management system definition of success?

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      9. How do you catch Merchandise management system definition inconsistencies?

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

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      11. How did the Merchandise management system manager receive input to the development of a Merchandise management system improvement plan and the estimated completion dates/times of each activity?

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      12. Do you all define Merchandise management system in the same way?

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      13. How do you gather requirements?

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      14. How and when will the baselines be defined?

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      15. What are the Merchandise management system tasks and definitions?

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      16. Have specific policy objectives been defined?

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      17. What are the tasks and definitions?

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

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      19. What sources do you use to gather information for a Merchandise management system study?

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      20. Are the Merchandise management system requirements complete?

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      21. How are consistent Merchandise management system definitions important?

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      22. Has a team charter been developed and communicated?

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      23. Is there a critical path to deliver Merchandise management system results?

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      24. How will the Merchandise management system team and the group measure complete success of Merchandise management system?

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

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      26. What is the definition of Merchandise management system excellence?

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

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      28. How do you gather the stories?

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      29. What intelligence can you gather?

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      30. If substitutes have been appointed, have they been briefed on the Merchandise management system goals and received regular communications as to the progress to date?

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

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      32. Is Merchandise management system required?

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      33. Are there different segments of customers?

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      34. Are required metrics defined, what are they?

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      35. What is out-of-scope initially?

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      36. What is in scope?

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

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      38. 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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      39. Has your scope been defined?

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      40. What Merchandise management system requirements should be gathered?

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      41. What information do you gather?

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

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      43. Have all of the relationships been defined properly?

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      44. What are the dynamics of the communication plan?

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

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      46. Where can you gather more information?

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      47. Does the team have regular meetings?

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

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      49. Is there a Merchandise management system management charter, including stakeholder case, problem and goal statements, scope, milestones, roles and responsibilities, communication plan?

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

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      51. What scope to assess?

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

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

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

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      55. How would you define Merchandise management system leadership?

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      56. What would be the goal or target for a Merchandise management system’s improvement team?

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

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