Why are you doing Management ethics and what is the scope?
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58. Does the team have regular meetings?
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59. How did the Management ethics manager receive input to the development of a Management ethics improvement plan and the estimated completion dates/times of each activity?
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60. How would you define Management ethics leadership?
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61. What is out-of-scope initially?
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62. What are the boundaries of the scope? What is in bounds and what is not? What is the start point? What is the stop point?
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63. Has the direction changed at all during the course of Management ethics? If so, when did it change and why?
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64. Do you have organizational privacy requirements?
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65. Is the team adequately staffed with the desired cross-functionality? If not, what additional resources are available to the team?
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66. Are roles and responsibilities formally defined?
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67. What are the Management ethics use cases?
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68. Are different versions of process maps needed to account for the different types of inputs?
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69. What gets examined?
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70. Is there a Management ethics management charter, including stakeholder case, problem and goal statements, scope, milestones, roles and responsibilities, communication plan?
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71. When is/was the Management ethics start date?
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72. How would you define the culture at your organization, how susceptible is it to Management ethics changes?
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73. Is there a completed SIPOC representation, describing the Suppliers, Inputs, Process, Outputs, and Customers?
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74. What is the scope of Management ethics?
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75. Are required metrics defined, what are they?
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76. How can the value of Management ethics be defined?
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77. What intelligence can you gather?
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78. How are consistent Management ethics definitions important?
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79. Are accountability and ownership for Management ethics clearly defined?
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80. Has a high-level ‘as is’ process map been completed, verified and validated?
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81. How is the team tracking and documenting its work?
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82. 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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83. What customer feedback methods were used to solicit their input?
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84. Are the Management ethics requirements testable?
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85. What is the context?
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86. How will the Management ethics team and the group measure complete success of Management ethics?
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87. What would be the goal or target for a Management ethics’s improvement team?
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88. How do you manage unclear Management ethics requirements?
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89. Is the Management ethics scope manageable?
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90. Is the scope of Management ethics defined?
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91. Is there a completed, verified, and validated high-level ‘as is’ (not ‘should be’ or ‘could be’) stakeholder process map?
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92. Who are the Management ethics improvement team members, including Management Leads and Coaches?
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93. What defines best in class?
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94. What information do you gather?
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95. What scope to assess?
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96. Has the improvement team collected the ‘voice of the customer’ (obtained feedback – qualitative and quantitative)?
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97. How do you build the right business case?
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98. 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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99. How do you hand over Management ethics context?
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100.
