LITMIR.BIZ

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

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

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      17. When is/was the Business chain start date?

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

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      20. What system do you use for gathering Business chain information?

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      21. Has a Business chain requirement not been met?

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      22. How can the value of Business chain be defined?

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      23. What is the scope of the Business chain effort?

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      24. What is out-of-scope initially?

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      25. How do you hand over Business chain context?

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      26. Is there a Business chain management charter, including stakeholder case, problem and goal statements, scope, milestones, roles and responsibilities, communication plan?

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      27. Are there different segments of customers?

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      28. What are the Business chain use cases?

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      29. Why are you doing Business chain and what is the scope?

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      30. How do you gather Business chain requirements?

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

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

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

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

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

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      36. Has your scope been defined?

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      37. What is the scope of the Business chain work?

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      38. Is there a clear Business chain case definition?

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      39. How do you manage scope?

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      40. Are the Business chain requirements complete?

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      41. How do you gather the stories?

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

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      43. Are the Business chain requirements testable?

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      44. Are roles and responsibilities formally defined?

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      45. Is the work to date meeting requirements?

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

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

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      48. What is the definition of success?

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      49. Who is gathering information?

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      50. What information do you gather?

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

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      52. What is the definition of Business chain excellence?

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      53. What are the rough order estimates on cost savings/opportunities that Business chain brings?

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      54. Do you have a Business chain success story or case study ready to tell and share?

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

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      56. How would you define the culture at your organization, how susceptible is it to Business chain changes?

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      57. What scope to assess?

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      58. Is the Business chain scope complete and appropriately sized?

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      59. What was the context?

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      60. Is special Business chain user knowledge required?

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      61. Is Business chain required?

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      62. What is out of scope?

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

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

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      65. What would be the goal or target for a Business chain’s improvement team?

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      66. Is Business chain linked to key stakeholder goals and objectives?

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      67. What are the requirements for audit information?

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      68. Are all requirements met?

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      69. How are consistent Business chain definitions important?

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

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      71. 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

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