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103. Are supply costs steady or fluctuating?
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104. The approach of traditional Cash flow projection works for detail complexity but is focused on a systematic approach rather than an understanding of the nature of systems themselves, what approach will permit your organization to deal with the kind of unpredictable emergent behaviors that dynamic complexity can introduce?
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105. What are the costs of delaying Cash flow projection action?
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106. What details are required of the Cash flow projection cost structure?
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107. How do you verify the authenticity of the data and information used?
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108. What users will be impacted?
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109. What evidence is there and what is measured?
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110. Did you tackle the cause or the symptom?
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111. Are there competing Cash flow projection priorities?
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112. How do you measure efficient delivery of Cash flow projection services?
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113. How do you prevent mis-estimating cost?
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114. What are predictive Cash flow projection analytics?
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115. Has a cost center been established?
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116. What could cause you to change course?
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117. How sensitive must the Cash flow projection strategy be to cost?
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118. Are you able to realize any cost savings?
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119. Do you verify that corrective actions were taken?
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120. What disadvantage does this cause for the user?
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121. How long to keep data and how to manage retention costs?
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122. Who is involved in verifying compliance?
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123. What does your operating model cost?
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124. What harm might be caused?
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125. How is the value delivered by Cash flow projection being measured?
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126. How will you measure success?
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127. Are you aware of what could cause a problem?
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128. How is performance measured?
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129. How do you focus on what is right -not who is right?
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130. How do you measure lifecycle phases?
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131. Do you have an issue in getting priority?
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132. How do you aggregate measures across priorities?
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133. How do you stay flexible and focused to recognize larger Cash flow projection results?
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134. What would it cost to replace your technology?
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