DRIVE Technology A Complete Guide - 2020 Edition. Gerardus Blokdyk

If so, what knowledge can be leveraged from these previous efforts?

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      12. What is the definition of DRIVE Technology excellence?

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      13. Is the scope of DRIVE Technology defined?

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

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      15. If substitutes have been appointed, have they been briefed on the DRIVE Technology goals and received regular communications as to the progress to date?

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      16. Are different versions of process maps needed to account for the different types of inputs?

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      17. Are there different segments of customers?

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      18. How do you manage changes in DRIVE Technology requirements?

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      19. What are the rough order estimates on cost savings/opportunities that DRIVE Technology brings?

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      20. What was the context?

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      21. Do you all define DRIVE Technology in the same way?

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      22. Is the team sponsored by a champion or stakeholder leader?

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      23. What constraints exist that might impact the team?

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      24. How do you gather the stories?

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      25. Are approval levels defined for contracts and supplements to contracts?

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      26. What information do you gather?

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      27. How do you gather DRIVE Technology requirements?

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      28. Are the DRIVE Technology requirements testable?

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      29. What DRIVE Technology requirements should be gathered?

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      30. What are (control) requirements for DRIVE Technology Information?

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      31. What customer feedback methods were used to solicit their input?

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      32. Who is gathering DRIVE Technology information?

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      33. When are meeting minutes sent out? Who is on the distribution list?

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      34. How was the ‘as is’ process map developed, reviewed, verified and validated?

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      35. What critical content must be communicated – who, what, when, where, and how?

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      36. Are accountability and ownership for DRIVE Technology clearly defined?

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      37. How often are the team meetings?

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      38. Will a DRIVE Technology production readiness review be required?

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      39. What are the DRIVE Technology use cases?

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      40. What gets examined?

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      41. Has the direction changed at all during the course of DRIVE Technology? If so, when did it change and why?

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      42. How does the DRIVE Technology manager ensure against scope creep?

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

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      44. How are consistent DRIVE Technology definitions important?

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      45. How can the value of DRIVE Technology be defined?

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      46. Who is gathering information?

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      47. Does the team have regular meetings?

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      48. Are the DRIVE Technology requirements complete?

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      49. What are the requirements for audit information?

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      50. Has a team charter been developed and communicated?

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      51. How do you think the partners involved in DRIVE Technology would have defined success?

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      52. What scope to assess?

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      53. What is the context?

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      54. What is out of scope?

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

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      56. Where can you gather more information?

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      57. What is the scope of DRIVE Technology?

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      58. What is out-of-scope initially?

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      59. Do the problem and goal statements meet the SMART criteria (specific, measurable, attainable, relevant, and time-bound)?

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      60. Are improvement team members fully trained on DRIVE Technology?

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      61. Is special DRIVE Technology user knowledge required?

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      62. Will team members regularly document their DRIVE Technology work?

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

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      64. What is in scope?

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      65. Are all requirements met?

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      66. Has a DRIVE Technology requirement not been met?

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

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      68. What are the record-keeping requirements of DRIVE Technology activities?

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      69. Who are the DRIVE Technology improvement team members, including Management Leads and Coaches?

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