ready to tell and share?
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87. Are different versions of process maps needed to account for the different types of inputs?
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88. Is the Design Engineering and Construction Services scope manageable?
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89. 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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90. Has a team charter been developed and communicated?
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91. Has everyone on the team, including the team leaders, been properly trained?
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92. What are the Design Engineering and Construction Services use cases?
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93. Is there a completed, verified, and validated high-level ‘as is’ (not ‘should be’ or ‘could be’) stakeholder process map?
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94. Is the team equipped with available and reliable resources?
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95. Are task requirements clearly defined?
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96. How do you build the right business case?
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97. The political context: who holds power?
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98. What happens if Design Engineering and Construction Services’s scope changes?
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99. What sources do you use to gather information for a Design Engineering and Construction Services study?
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100. What sort of initial information to gather?
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101. Is there a clear Design Engineering and Construction Services case definition?
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102. How does the Design Engineering and Construction Services manager ensure against scope creep?
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103. 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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104. 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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105. Are approval levels defined for contracts and supplements to contracts?
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106. Do you have organizational privacy requirements?
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107. Is data collected and displayed to better understand customer(s) critical needs and requirements.
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108. What is the worst case scenario?
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109. What Design Engineering and Construction Services requirements should be gathered?
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110. What scope do you want your strategy to cover?
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111. Who defines (or who defined) the rules and roles?
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112. Is there a critical path to deliver Design Engineering and Construction Services results?
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113. What scope to assess?
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114. Are roles and responsibilities formally defined?
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115. What is the definition of Design Engineering and Construction Services excellence?
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116. How did the Design Engineering and Construction Services manager receive input to the development of a Design Engineering and Construction Services improvement plan and the estimated completion dates/times of each activity?
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117. Has your scope been defined?
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118. Has the Design Engineering and Construction Services work been fairly and/or equitably divided and delegated among team members who are qualified and capable to perform the work? Has everyone contributed?
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119. What are the rough order estimates on cost savings/opportunities that Design Engineering and Construction Services brings?
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120. Have all of the relationships been defined properly?
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121. How do you think the partners involved in Design Engineering and Construction Services would have defined success?
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122. Are resources adequate for the scope?
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123. When is/was the Design Engineering and Construction Services start date?
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124. Are accountability and ownership for Design Engineering and Construction Services clearly defined?
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125. If substitutes have been appointed, have they been briefed on the Design Engineering and Construction Services goals and received regular communications as to the progress to date?
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126. How do you gather requirements?
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127. Where
