and design in the same way?
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46. Who are the Information systems analysis and design improvement team members, including Management Leads and Coaches?
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47. Scope of sensitive information?
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48. 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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49. 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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50. What scope do you want your strategy to cover?
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51. What is the definition of success?
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52. What key stakeholder process output measure(s) does Information systems analysis and design leverage and how?
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53. How would you define the culture at your organization, how susceptible is it to Information systems analysis and design changes?
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54. How do you keep key subject matter experts in the loop?
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55. Is the scope of Information systems analysis and design defined?
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56. How will variation in the actual durations of each activity be dealt with to ensure that the expected Information systems analysis and design results are met?
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57. How do you think the partners involved in Information systems analysis and design would have defined success?
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58. Do you have a Information systems analysis and design success story or case study ready to tell and share?
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59. Has a high-level ‘as is’ process map been completed, verified and validated?
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60. How is the team tracking and documenting its work?
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61. In what way can you redefine the criteria of choice clients have in your category in your favor?
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62. What would be the goal or target for a Information systems analysis and design’s improvement team?
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63. How are consistent Information systems analysis and design definitions important?
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64. When is/was the Information systems analysis and design start date?
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65. Are different versions of process maps needed to account for the different types of inputs?
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66. How does the Information systems analysis and design manager ensure against scope creep?
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67. What is in the scope and what is not in scope?
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68. Are roles and responsibilities formally defined?
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69. What baselines are required to be defined and managed?
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70. Is there a Information systems analysis and design management charter, including stakeholder case, problem and goal statements, scope, milestones, roles and responsibilities, communication plan?
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71. What knowledge or experience is required?
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72. How do you gather the stories?
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73. Are approval levels defined for contracts and supplements to contracts?
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74. What gets examined?
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75. What was the context?
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76. Is there any additional Information systems analysis and design definition of success?
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77. Has your scope been defined?
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78. The political context: who holds power?
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79. Is special Information systems analysis and design user knowledge required?
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80. Is the team adequately staffed with the desired cross-functionality? If not, what additional resources are available to the team?
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81. What information do you gather?
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82. Have the customer needs been translated into specific, measurable requirements? How?
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83. Has everyone on the team, including the team leaders, been properly trained?
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84. Who is gathering Information systems analysis and design information?
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85. Is scope creep really all bad news?
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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.
