Marketing Mix Modeling
Complete Self-Assessment Guide
The guidance in this Self-Assessment is based on Marketing Mix Modeling best
practices and standards in business process architecture, design and quality
management. The guidance is also based on the professional judgment of the
individual collaborators listed in the Acknowledgments.
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Purpose of this Self-Assessment
This Self-Assessment has been developed to improve understanding of the
requirements and elements of Marketing Mix Modeling, based on best practices
and standards in business process architecture, design and quality management.
It is designed to allow for a rapid Self-Assessment to determine how closely
existing management practices and procedures correspond to the elements of the
Self-Assessment.
The criteria of requirements and elements of Marketing Mix Modeling have
been rephrased in the format of a Self-Assessment questionnaire, with a sevencriterion scoring system, as explained in this document.
In this format, even with limited background knowledge of Marketing Mix
Modeling, a manager can quickly review existing operations to determine how
they measure up to the standards. This in turn can serve as the starting point of a
‘gap analysis’ to identify management tools or system elements that might
usefully be implemented in the organization to help improve overall
performance.
How to use the Self-Assessment
On the following pages are a series of questions to identify to what extent your
Marketing Mix Modeling initiative is complete in comparison to the
requirements set in standards.
To facilitate answering the questions, there is a space in front of each question to
enter a score on a scale of ‘1’ to ‘5’.
1 Strongly Disagree
2 Disagree
3 Neutral
4 Agree
5 Strongly Agree
Read the question and rate it with the following in front of mind:
‘In my belief,
the answer to this question is clearly defined’.
There are two ways in which you can choose to interpret this statement;
1.how aware are you that the answer to the question is clearly defined
2.for more in-depth analysis you can choose to gather evidence and confirm the
answer to the question. This obviously will take more time, most SelfAssessment users opt for the first way to interpret the question and dig deeper
later on based on the outcome of the overall Self-Assessment.
A score of ‘1’ would mean that the answer is not clear at all, where a ‘5’ would
mean the answer is crystal clear and defined. Leave emtpy when the question is
not applicable or you don’t want to answer it, you can skip it without affecting
your score. Write your score in the space provided.
After you have responded to all the appropriate statements in each section,
compute your average score for that section, using the formula provided, and
round to the nearest tenth. Then transfer to the corresponding spoke in the
Marketing Mix Modeling Scorecard on the second next page of the SelfAssessment.
Your completed Marketing Mix Modeling Scorecard will give you a clear
presentation of which Marketing Mix Modeling areas need attention.
Marketing Mix Modeling
Scorecard Example
Example of how the finalized Scorecard can look like:
Marketing Mix Modeling
Scorecard
Your Scores:
BEGINNING OF THE
SELF-ASSESSMENT:
Table of Contents
About The Art of Service7
Included Resources - how to access7
Purpose of this Self-Assessment9
How to use the Self-Assessment10
Marketing Mix Modeling
Scorecard Example12
Marketing Mix Modeling
Scorecard13
BEGINNING OF THE
SELF-ASSESSMENT:14
CRITERION #1: RECOGNIZE15
CRITERION #2: DEFINE:23
CRITERION #3: MEASURE:35
CRITERION #4: ANALYZE:50
CRITERION #5: IMPROVE:62
CRITERION #6: CONTROL:77
CRITERION #7: SUSTAIN:88
Marketing Mix Modeling and Managing Projects, Criteria for Project
Managers:128
1.0 Initiating Process Group: Marketing Mix Modeling129
1.1 Project Charter: Marketing Mix Modeling131
1.2 Stakeholder Register: Marketing Mix Modeling133
1.3 Stakeholder Analysis Matrix: Marketing Mix Modeling134
2.0 Planning Process Group: Marketing Mix Modeling136
2.1 Project Management Plan: Marketing Mix Modeling138
2.2 Scope Management Plan: Marketing Mix Modeling140
2.3 Requirements Management Plan: Marketing Mix Modeling142
2.4 Requirements Documentation: Marketing Mix Modeling144
2.5 Requirements Traceability Matrix: Marketing Mix Modeling146
2.6 Project Scope Statement: Marketing Mix Modeling148
2.7 Assumption and Constraint Log: Marketing Mix Modeling150
2.8 Work Breakdown Structure: Marketing Mix Modeling152
2.9 WBS Dictionary: Marketing Mix Modeling154
2.10 Schedule Management Plan: Marketing Mix Modeling156
2.11 Activity List: Marketing Mix Modeling158
2.12 Activity Attributes: Marketing Mix Modeling160
2.13 Milestone List: Marketing Mix Modeling162
2.14 Network Diagram: Marketing Mix Modeling164
2.15 Activity Resource Requirements: Marketing Mix Modeling166
2.16 Resource Breakdown Structure: Marketing Mix Modeling167
2.17 Activity Duration Estimates: Marketing Mix Modeling169
2.18 Duration Estimating Worksheet: Marketing Mix Modeling171
2.19 Project Schedule: Marketing Mix Modeling173
2.20 Cost Management Plan: Marketing Mix Modeling175
2.21 Activity Cost Estimates: Marketing Mix Modeling177
2.22 Cost Estimating Worksheet: Marketing Mix Modeling179
2.23 Cost Baseline: Marketing Mix Modeling181
2.24 Quality Management Plan: Marketing Mix Modeling183
2.25 Quality Metrics: Marketing Mix Modeling185
2.26 Process Improvement Plan: Marketing Mix Modeling187
2.27 Responsibility Assignment Matrix: Marketing Mix Modeling189
2.28 Roles and Responsibilities: Marketing Mix Modeling191
2.29 Human Resource Management Plan: Marketing Mix Modeling193
2.30 Communications Management Plan: Marketing Mix Modeling195
2.31 Risk Management Plan: Marketing Mix Modeling197
2.32 Risk Register: Marketing Mix Modeling199
2.33 Probability and Impact Assessment: Marketing Mix Modeling201
2.34 Probability and Impact Matrix: Marketing Mix Modeling203
2.35 Risk Data Sheet: Marketing Mix Modeling205
2.36 Procurement Management Plan: Marketing Mix Modeling207
2.37 Source Selection Criteria: Marketing Mix Modeling209
2.38 Stakeholder Management Plan: Marketing Mix Modeling211
2.39 Change Management Plan: Marketing Mix Modeling213
3.0 Executing Process Group: Marketing Mix Modeling215
3.1 Team Member Status Report: Marketing Mix Modeling217
3.2 Change Request: Marketing Mix Modeling219
3.3 Change Log: Marketing Mix Modeling221
3.4 Decision Log: Marketing Mix Modeling223
3.5 Quality Audit: Marketing Mix Modeling225
3.6 Team Directory: Marketing Mix Modeling228
3.7 Team Operating Agreement: Marketing Mix Modeling230
3.8 Team Performance Assessment: Marketing Mix Modeling232
3.9 Team Member Performance Assessment: Marketing Mix Modeling235
3.10 Issue Log: Marketing Mix Modeling237
4.0 Monitoring and Controlling Process Group: Marketing Mix Modeling239
4.1 Project Performance Report: Marketing Mix Modeling241
4.2 Variance Analysis: Marketing Mix Modeling243
4.3 Earned Value Status: Marketing Mix Modeling245
4.4 Risk Audit: Marketing Mix Modeling247
4.5 Contractor Status Report: Marketing Mix Modeling249
4.6 Formal Acceptance: Marketing Mix Modeling251
5.0 Closing Process Group: Marketing Mix Modeling253
5.1 Procurement Audit: Marketing Mix Modeling255
5.2 Contract Close-Out: Marketing Mix Modeling257
5.3 Project or Phase Close-Out: Marketing Mix Modeling259
5.4 Lessons Learned: Marketing Mix Modeling261
Index263
CRITERION #1: RECOGNIZE
INTENT: Be aware of the need for change. Recognize that there is an
unfavorable variation, problem or symptom.
In my belief, the answer to this question is clearly defined:
5 Strongly Agree
4 Agree
3 Neutral
2 Disagree
1 Strongly Disagree
1. How do you assess your Marketing Mix Modeling workforce capability and
capacity needs, including skills, competencies, and staffing levels?
<--- Score
2. Are there any problems between marketing and manufacturing, R&D,
purchasing, finance, accounting, or legal that need attention?
<--- Score
3. How do you identify and anticipate how requirements and changing
expectations will differ across customers, customer groups, and market
segments and across the customer life cycle?
<--- Score
4. What type of actions if any can you take to prevent copying of your
services?
<--- Score
5. How much are sponsors, customers, partners, stakeholders involved in
Marketing Mix Modeling? In other words, what are the risks, if Marketing Mix
Modeling does not deliver successfully?
<--- Score
6. Do you talk to Sales and Marketing and find out what are customer
needs, what are consumer needs and what are the roadblocks?
<--- Score
7. Will it solve real problems?
<--- Score
8. Do you need different information or graphics?
<--- Score
9. How are you going to measure success?
<--- Score
10. What situation(s) led to this Marketing Mix Modeling Self Assessment?
<--- Score
11. Human resource strategies and organization performance: What do you
know and where do you need to go?
<--- Score
12. Does your organization need more Marketing Mix Modeling education?
<--- Score
13. What is your purpose for test marketing. what potential problems may
complicate test marketing?
<--- Score
14. Which information does the Marketing Mix Modeling business case need to
include?
<--- Score
15. How does it fit into your organizational needs and tasks?
<--- Score
16. Marketing/communications/pr: if you were to hire someone, what
marketing, communication and public relation skills in event production
would be most important for him/her to have?
<--- Score
17. Taking into account the importance of your organizations genetic code,
how do you recognize it?
<--- Score
18. Are there any specific expectations or concerns about the Marketing Mix
Modeling team, Marketing Mix Modeling itself?
<--- Score
19. How complex is your marketing taxonomy and associated reporting
needs?
<--- Score
20. Are employees recognized or rewarded for performance that demonstrates
the highest levels of integrity?
<--- Score
21. Who else hopes to benefit from it?
<--- Score
22. Consider your own Marketing Mix Modeling project, what types of
organizational problems do you think might be causing or affecting your
problem, based on the work done so far?
<--- Score
23. When a Marketing Mix Modeling manager recognizes a problem, what
options are available?
<--- Score
24. Talk to sales and marketing - what are customer needs, what are
consumer needs and what are the roadblocks?
<--- Score
25. Are problem definition and motivation clearly presented?
<--- Score
26. It is clear why it is essential to prevent decline, and how a brand loses
value after a period of inactivity. and what are the factors of decline?
<--- Score
27. What do you need from other system partners to be successful?
<--- Score
28. Using your existing products or services, can you identify new markets?
<--- Score
29. What does Marketing Mix Modeling success mean to the stakeholders?
<--- Score
30. As a sponsor, customer or management, how important is it to meet goals,
objectives?
<--- Score
31. What percentage of your prospective market do you need to convert to
achieve your objective?
<--- Score
32. Are there any revenue recognition issues?
<--- Score
33. How are the Marketing Mix Modeling’s objectives aligned to the group’s
overall stakeholder strategy?
<--- Score
34. Can you do this yourselves or do you need help?
<--- Score
35. Think about the people you identified for your Marketing Mix Modeling
project and the project responsibilities you would assign to them, what kind of
training do you think they would need to perform these responsibilities
effectively?
<--- Score
36. Do you need to avoid or amend any Marketing Mix Modeling activities?
<--- Score
37. Identify your promotional marketing mix. Specifically, what methods
will you use to grow your firm?
<--- Score
38. What activities does the governance board need to consider?
<--- Score
39. Identify the factors that influence the selection of promotion-mix
ingredients - how do marketers select promotion mix ingredients?
<--- Score
40. What are the stakeholder objectives to be achieved with Marketing Mix
Modeling?
<--- Score
41. What public and ethical issues are raised by direct marketing
techniques?
<--- Score
42. What problems do you have that no one in your industry is addressing?
<--- Score
43. What would happen if Marketing Mix Modeling weren’t done?
<--- Score
44. What kinds of people do you need on staff to implement marketing
measurement?
<--- Score
45. What questions do you still need to answer with regard to your
knowledge of the return on marketing investments?
<--- Score
46. What vendors make products that address the Marketing Mix Modeling
needs?
<--- Score
47. What problems are you facing and how do you consider Marketing Mix
Modeling will circumvent those obstacles?
<--- Score
48. Do you need a marketing automation system?
<--- Score
49. What are the expected benefits of Marketing Mix Modeling to the
stakeholder?
<--- Score
50. What do you need from the board?
<--- Score
Add up total points for this section: _____ = Total points for this section
Divided by: ______ (number of statements answered) = ______ Average score
for this section
Transfer your score to the Marketing Mix Modeling Index at the beginning of
the Self-Assessment.
CRITERION #2: DEFINE:
INTENT: Formulate the stakeholder problem. Define the problem, needs and
objectives.
In my belief, the answer to this question is clearly defined:
5 Strongly Agree
4 Agree
3 Neutral
2 Disagree
1 Strongly Disagree
1. What is out-of-scope initially?
<--- Score
2. What is the scope?
<--- Score
3. How will variation in the actual durations of each activity be dealt with to
ensure that the expected Marketing Mix Modeling results are met?
<--- Score
4. Is the team formed and are team leaders (Coaches and Management Leads)
assigned?
<--- Score
5. What scope do you want your strategy to cover?
<--- Score
6. Has a high-level ‘as is’ process map been completed, verified and validated?
<--- Score
7. Have the customer needs been translated into specific, measurable
requirements? How?
<--- Score
8. 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?
<--- Score
9. Is there a completed SIPOC representation, describing the Suppliers, Inputs,
Process, Outputs, and Customers?
<--- Score
10. What critical content must be communicated – who, what, when, where, and
how?
<--- Score
11. When is/was the Marketing Mix Modeling start date?
<--- Score
12. Are the roles for content marketing defined?
<--- Score
13. 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?
<--- Score
14. Is Marketing Mix Modeling linked to key stakeholder goals and objectives?
<--- Score
15. Is the Marketing Mix Modeling scope manageable?
<--- Score
16. Has the Marketing Mix Modeling work been fairly and/or equitably divided
and delegated among team members who are qualified and capable to perform
the work? Has everyone contributed?
<--- Score
17. Have specific policy objectives been defined?
<--- Score
18. Is your marketing scope wide enough?
<--- Score
19. Are accountability and ownership for Marketing Mix Modeling clearly
defined?
<--- Score
20. Is the scope of Marketing Mix Modeling defined?
<--- Score
21. Are customer(s) identified and segmented according to their different needs
and requirements?
<--- Score
22. Are different versions of process maps needed to account for the different
types of inputs?
<--- Score
23. Does the team have regular meetings?
<--- Score
24. What are the rough order estimates on cost savings/opportunities that
Marketing Mix Modeling brings?
<--- Score
25. Is a fully trained team formed, supported, and committed to work on the
Marketing Mix Modeling improvements?
<--- Score
26. How do you keep key subject matter experts in the loop?
<--- Score
27. What are the Roles and Responsibilities for each team member and its
leadership? Where is this documented?
<--- Score
28. When are meeting minutes sent out? Who is on the distribution list?
<--- Score
29. Is there a Marketing Mix Modeling management charter, including
stakeholder case, problem and goal statements, scope, milestones, roles and
responsibilities, communication plan?
<--- Score
30. Do the problem and goal statements meet the SMART criteria (specific,
measurable, attainable, relevant, and time-bound)?
<--- Score
31. Are there different segments of customers?
<--- Score
32. What kind of things does a performance based logistics strategy
require?
<--- Score
33. Has a team charter been developed and communicated?
<--- Score
34. Has the direction changed at all during the course of Marketing Mix
Modeling? If so, when did it change and why?
<--- Score
35. Is full participation by members in regularly held team meetings guaranteed?
<--- Score
36. How do you define buyer persona according to different groups of
prospects?
<--- Score
37. Is Marketing Mix Modeling currently on schedule according to the plan?
<--- Score
38. If substitutes have been appointed, have they been briefed on the Marketing
Mix Modeling goals and received regular communications as to the progress to
date?
<--- Score
39. What customer feedback methods were used to solicit their input?
<--- Score
40. Is there a critical path to deliver Marketing Mix Modeling results?
<--- Score
41. How will the Marketing Mix Modeling team and the group measure
complete success of Marketing Mix Modeling?
<--- Score
42. Are improvement team members fully trained on Marketing Mix Modeling?
<--- Score
43. How do you think the partners involved in Marketing Mix Modeling would
have defined success?
<--- Score
44. Is this a case of brand inconsistency?
<--- Score
45. Is data collected and displayed to better understand customer(s) critical needs
and requirements.
<--- Score
46. Are customers identified and high impact areas defined?
<--- Score
47. What sort of initial information to gather?
<--- Score
48. What are the dynamics of the communication plan?
<--- Score
49. What specifically is the problem? Where does it occur? When does it occur?
What is its extent?
<--- Score
50. Has everyone on the team, including the team leaders, been properly trained?
<--- Score
51. Are there any constraints known that bear on the ability to perform
Marketing Mix Modeling work? How is the team addressing them?
<--- Score
52. Has the improvement team collected the ‘voice of the customer’ (obtained
feedback – qualitative and quantitative)?
<--- Score
53. Has/have the customer(s) been identified?
<--- Score
54. What are the compelling stakeholder reasons for embarking on Marketing
Mix Modeling?
<--- Score
55. Are stakeholder processes mapped?
<--- Score
56. How does the Marketing Mix Modeling manager ensure against scope creep?
<--- Score
57. Is the team equipped with available and reliable resources?
<--- Score
58. Are task requirements clearly defined?
<--- Score
59. Who are the Marketing Mix Modeling improvement team members,
including Management Leads and Coaches?
<--- Score
60. How do you gather Marketing Mix Modeling requirements?
<--- Score
61. Is there a completed, verified, and validated high-level ‘as is’ (not ‘should be’
or ‘could be’) stakeholder process map?
<--- Score
62. Will team members perform Marketing Mix Modeling work when assigned
and in a timely fashion?
<--- Score
63. What is the context?
<--- Score
64. Does your organization have a clearly defined digital marketing
strategy?
<--- Score
65. Validation: does the product satisfy marketing requirements?
<--- Score
66. What constraints exist that might impact the team?
<--- Score
67. When is the estimated completion date?
<--- Score
68. What key stakeholder process output measure(s) does Marketing Mix
Modeling leverage and how?
<--- Score
69. Will team members regularly document their Marketing Mix Modeling
work?
<--- Score
70. How did the Marketing Mix Modeling manager receive input to the
development of a Marketing Mix Modeling improvement plan and the estimated
completion dates/times of each activity?
<--- Score
71. Is the current ‘as is’ process being followed? If not, what are the
discrepancies?
<--- Score
72. What sources do you use to gather information for a Marketing Mix
Modeling study?
<--- Score
73. How do you examine how many suppliers are in the market?
<--- Score
74. How do you manage scope?
<--- Score
75. How and when will the baselines be defined?
<--- Score
76. How is the team tracking and documenting its work?
<--- Score
77. Is the team sponsored by a champion or stakeholder leader?
<--- Score
78. What information should you gather?
<--- Score
79. How was the ‘as is’ process map developed, reviewed, verified and
validated?
<--- Score
80. Is the team adequately staffed with the desired cross-functionality? If not,
what additional resources are available to the team?
<--- Score
81. What are the tasks and definitions?
<--- Score
82. How do you gather requirements?
<--- Score
83. 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?
<--- Score
84. What would be the goal or target for a Marketing Mix Modeling’s
improvement team?
<--- Score
85. Is there regularly 100% attendance at the team meetings? If not, have
appointed substitutes attended to preserve cross-functionality and full
representation?
<--- Score
86. How often are the team meetings?
<--- Score
87. Are the responsibilities for content marketing defined?
<--- Score
88. Has a project plan, Gantt chart, or similar been developed/completed?
<--- Score
89. Are team charters developed?
<--- Score
90. What information do you gather?
<--- Score
Add up total points for this section: _____ = Total points for this section
Divided by: ______ (number of statements answered) = ______ Average score
for this section
Transfer your score to the Marketing Mix Modeling Index at the beginning of
the Self-Assessment.
CRITERION #3: MEASURE:
INTENT: Gather the correct data. Measure the current performance and
evolution of the situation.
In my belief, the answer to this question is clearly defined:
5 Strongly Agree
4 Agree
3 Neutral
2 Disagree
1 Strongly Disagree
1. Are process variation components displayed/communicated using suitable
charts, graphs, plots?
<--- Score
2. Do you know what impact a 15% cut to next years marketing budgets
will have on your brands sales?
<--- Score
3. Which marketing activities caused the customer to make a buying
decision?
<--- Score
4. From balanced scorecard to strategic gauges: is measurement worth it?
<--- Score
5. Based on costs identified in the budget and the performance measures,
what is the financial return on investment and ultimate profitability of the
e-marketing strategy?
<--- Score
6. Where will ar have the greatest impact on cost reduction?
<--- Score
7. What tests verify requirements?
<--- Score
8. To what extent is your organization prioritizing overall marketing
initiatives over the next 12 months?
<--- Score
9. Which stakeholder characteristics are analyzed?
<--- Score
10. How large is the gap between current performance and the customerspecified (goal) performance?
<--- Score
11. What evidence is there and what is measured?
<--- Score
12. Is your marketing analytical capability ongoing and agile?
<--- Score
13. What could cause delays in the schedule?
<--- Score
14. What are you verifying?
<--- Score
15. Is data collection planned and executed?
<--- Score
16. Does the measurement of brand equity include the possibility of brand
extensions outside the brands original market?
<--- Score
17. Is key measure data collection planned and executed, process variation
displayed and communicated and performance baselined?
<--- Score
18. How do you focus your marketing campaigns on customers with whom
you would like repeat business?
<--- Score
19. Do you carry out any type of marketing attribution modelling to
measure the effectiveness of your marketing?
<--- Score
20. What are the key input variables? What are the key process variables? What
are the key output variables?
<--- Score
21. Does the Marketing Mix Modeling task fit the client’s priorities?
<--- Score
22. Are the measurements objective?
<--- Score
23. How has data and analytics changed for marketing?
<--- Score
24. How do you/would you prefer to measure your mobile marketing
efforts?
<--- Score
25. Does Marketing Mix Modeling analysis isolate the fundamental causes of
problems?
<--- Score
26. What can be used to verify compliance?
<--- Score
27. What effect would cost-effective energy efficiency improvements have on
greenhouse gas emissions?
<--- Score
28. Can your security analytics platform be deployed as a SaaS solution?
<--- Score
29. What disadvantage does this cause for the user?
<--- Score
30. Which KPIs do you use to measure marketing success?
<--- Score
31. What is the real business impact of your marketing investment?
<--- Score
32. What if your marketing activities do not impact the bottom line?
<--- Score
33. What are the agreed upon definitions of the high impact areas, defect(s),
unit(s), and opportunities that will figure into the process capability metrics?
<--- Score
34. Is data collected on key measures that were identified?
<--- Score
35. What charts has the team used to display the components of variation in the
process?
<--- Score
36. How is the value delivered by Marketing Mix Modeling being measured?
<--- Score
37. Is long term and short term variability accounted for?
<--- Score
38. How do you measure the performance of your social media?
<--- Score
39. How will measures be used to manage and adapt?
<--- Score
40. What is your Return on Quality: Revenue Expansion, Cost Reduction,
or Both?
<--- Score
41. Which metrics do you use to measure the success of your mobile
marketing efforts along the customer journey?
<--- Score
42. How do you measure the true impact of your marketing and
advertising?
<--- Score
43. Does the sam has an appropriate role, impact and profile/visibility
within your organization marketing function?
<--- Score
44. Do you aggressively reward and promote the people who have the biggest
impact on creating excellent Marketing Mix Modeling services/products?
<--- Score
45. When a disaster occurs, who gets priority?
<--- Score
46. Have you found any ‘ground fruit’ or ‘low-hanging fruit’ for immediate
remedies to the gap in performance?
<--- Score
47. How will your organization pay, both in hard costs and resources, for
SaaS?
<--- Score
48. Was a data collection plan established?
<--- Score
49. Do you (or your clients) carry out any type of marketing attribution
modelling to measure the effectiveness of your marketing?
<--- Score
50. Do the old rules of measurement apply to modern marketing?
<--- Score
51. Are losses documented, analyzed, and remedial processes developed to
prevent future losses?
<--- Score
52. What is brand equity and how do you measure it ?
<--- Score
53. What types of questions would you have to ask customers and
prospective customers in order to analyze a market and put together a
compelling marketing offer?
<--- Score
54. How does seasonality impact optimal marketing timing?
<--- Score
55. Analyze your organizations branding and marketing programs. How do
they contribute to brand knowledge?
<--- Score
56. Are key measures identified and agreed upon?
<--- Score
57. What does your operating model cost?
<--- Score
58. How do you prevent mis-estimating cost?
<--- Score
59. How will effects be measured?
<--- Score
60. Has a cost benefit analysis been performed?
<--- Score
61. Which costs should be taken into account?
<--- Score
62. What are the costs and benefits?
<--- Score
63. What are the estimated costs of proposed changes?
<--- Score
64. Are indirect costs charged to the Marketing Mix Modeling program?
<--- Score
65. Does the measure of brand equity take into account the possibility of
geographical extension or globalisation?
<--- Score
66. Are marketing costs direct eligible costs?
<--- Score
67. How do you measure your various marketing programs impact on
revenue and profit?
<--- Score
68. What data was collected (past, present, future/ongoing)?
<--- Score
69. Are there any easy-to-implement alternatives to Marketing Mix Modeling?
Sometimes other solutions are available that do not require the cost implications
of a full-blown project?
<--- Score
70. What does losing customers cost your organization?
<--- Score
71. When are costs are incurred?
<--- Score
72. Are high impact defects defined and identified in the stakeholder process?
<--- Score
73. What has the team done to assure the stability and accuracy of the
measurement process?
<--- Score
74. Do you currently (or desire to) receive external data feeds referenced for
conversion and marketing effectiveness analysis?
<--- Score
75. What is the primary metric you use to measure marketing
performance?
<--- Score
76. What tools do you use to advance marketing analytics and data
management capabilities?
<--- Score
77. How focused are your marketing efforts?
<--- Score
78. In a holistic marketing framework with respect to customer focus, what
would be components that would match to value exploration, value creation,
and value delivery?
<--- Score
79. An economic analysis of brand equity requires you to look more closely
at the word imputable: imputable by whom?
<--- Score
80. What key measures identified indicate the performance of the stakeholder
process?
<--- Score
81. What type of advanced analytic techniques have you been exposed to in
your marketing career?
<--- Score
82. How do you stay flexible and focused to recognize larger Marketing Mix
Modeling results?
<--- Score
83. How can customer segmentation and targeted marketing programs that
focus on customer profitability avoid ignoring customers with low current
returns and high potential ?
<--- Score
84. Against what alternative is success being measured?
<--- Score
85. How do you measure the effectiveness of an add campaign, of Public
Relations, of a promotion, etc ?
<--- Score
86. How do you measure the strength of your brand?
<--- Score
87. What are the costs of reform?
<--- Score
88. How does the current marketing environment impact your costs and
communication vehicles?
<--- Score
89. How do you measure mobile analytics?
<--- Score
90. Is a solid data collection plan established that includes measurement systems
analysis?
<--- Score
91. What particular quality tools did the team find helpful in establishing
measurements?
<--- Score
92. Who participated in the data collection for measurements?
<--- Score
93. Alignment of support costs and related resources to the high return
products can have a dramatic impact on the bottom line. How do you
manage this?
<--- Score
94. How do you focus on what is right -not who is right?
<--- Score
95. What causes a brand to be reduced to the point of becoming generic?
<--- Score
96. How long should it take to analyze a market and put a compelling
marketing offer into practice?
<--- Score
97. Is there an opportunity to verify requirements?
<--- Score
98. Based on costs identified in the budget and the performance measures,
what is the financial return on investment and ultimate profitability of your
online marketing strategy?
<--- Score
99. How are the physical security measures extended to the cloud
environment?
<--- Score
100. Is there a Performance Baseline?
<--- Score
101. How do you control the overall costs of your work processes?
<--- Score
102. Are missed Marketing Mix Modeling opportunities costing your
organization money?
<--- Score
103. How does cost-to-serve analysis help?
<--- Score
104. How long does it take to analyze campaign data across all marketing
channels without a marketing automation system?
<--- Score
105. What analytic approaches have been most beneficial in your marketing
efforts?
<--- Score
106. What could cause you to change course?
<--- Score
107. How do you collect and analyze SaaS security logs?
<--- Score
108. Would a result of x cause you to question the model?
<--- Score
109. How will your organization measure success?
<--- Score
110. Is Process Variation Displayed/Communicated?
<--- Score
111. What instore sales drivers do you need to focus on in order to take
advantage of the evolution to shopper marketing?
<--- Score
112. Will Marketing Mix Modeling have an impact on current business
continuity, disaster recovery processes and/or infrastructure?
<--- Score
113. What is the impact of using a tag management service on managing
your mobile marketing?
<--- Score
114. What is the appropriate mix of marketing components to drive optimal
impact?
<--- Score
115. How do you verify and develop ideas and innovations?
<--- Score
116. What are your key Marketing Mix Modeling indicators that you will
measure, analyze and track?
<--- Score
117. What impact is the counter-marketing program having?
<--- Score
118. Are supply costs steady or fluctuating?
<--- Score
119. What are the costs of delaying Marketing Mix Modeling action?
<--- Score
120. When is Root Cause Analysis Required?
<--- Score
121. Why do you expend time and effort to implement measurement, for whom?
<--- Score
Add up total points for this section: _____ = Total points for this section
Divided by: ______ (number of statements answered) = ______ Average score
for this section
Transfer your score to the Marketing Mix Modeling Index at the beginning of
the Self-Assessment.
CRITERION #4: ANALYZE:
INTENT: Analyze causes, assumptions and hypotheses.
In my belief, the answer to this question is clearly defined:
5 Strongly Agree
4 Agree
3 Neutral
2 Disagree
1 Strongly Disagree
1. What is the Value Stream Mapping?
<--- Score
2. What quality tools were used to get through the analyze phase?
<--- Score
3. Is the suppliers process defined and controlled?
<--- Score
4. Value exploration; how can you identify new value opportunities?
<--- Score
5. Value exploration: how can you as your organization identify new value
opportunities?
<--- Score
6. What opportunities do real-time fraud, credit risk, and marketing models
provide?
<--- Score
7. Is there a strategy for processing unhandled exceptions and associated
security considerations?
<--- Score
8. How much of each resource (e.g., people, software, tools, database) will be
needed?
<--- Score
9. How does the organization define, manage, and improve its Marketing Mix
Modeling processes?
<--- Score
10. How do you prevent data leakage?
<--- Score
11. Does the security of data backups comply with your organizations
requirements?
<--- Score
12. What were the financial benefits resulting from any ‘ground fruit or lowhanging fruit’ (quick fixes)?
<--- Score
13. What tools were used to narrow the list of possible causes?
<--- Score
14. What other organizational variables, such as reward systems or
communication systems, affect the performance of this Marketing Mix Modeling
process?
<--- Score
15. What qualifies as competition?
<--- Score
16. Is the gap/opportunity displayed and communicated in financial terms?
<--- Score
17. Sensitivity of the data in the system or the system functionality?
<--- Score
18. Where is Marketing Mix Modeling data gathered?
<--- Score
19. What are your current lead management processes and where are the
specific areas you would like to automate?
<--- Score
20. What are your outputs?
<--- Score
21. What does the data say about the performance of the stakeholder process?
<--- Score
22. What Marketing Mix Modeling metrics are outputs of the process?
<--- Score
23. How much do you know about your data backup process?
<--- Score
24. What were the crucial ‘moments of truth’ on the process map?
<--- Score
25. What do you need to qualify?
<--- Score
26. Did any additional data need to be collected?
<--- Score
27. Is data and process analysis, root cause analysis and quantifying the
gap/opportunity in place?
<--- Score
28. What process should you select for improvement?
<--- Score
29. Have you defined which data is gathered how?
<--- Score
30. Does your organization manage contact lists centrally and use the data
for tactical marketing purposes, such as email marketing and mail
campaigns?
<--- Score
31. What controls do you have in place to protect data?
<--- Score
32. Have any additional benefits been identified that will result from closing all
or most of the gaps?
<--- Score
33. Did any value-added analysis or ‘lean thinking’ take place to identify some
of the gaps shown on the ‘as is’ process map?
<--- Score
34. Were there any improvement opportunities identified from the process
analysis?
<--- Score
35. What campaign management tools are in use which can handle multiple
sales channels and are able to use real time inbound and outbound data?
<--- Score
36. Were Pareto charts (or similar) used to portray the ‘heavy hitters’ (or key
sources of variation)?
<--- Score
37. What customer-visible objects are produced as output?
<--- Score
38. Is the Marketing Mix Modeling process severely broken such that a redesign is necessary?
<--- Score
39. Are you using all your crucial marketing data?
<--- Score
40. Data security also includes data management security. That is, how can
the database that operates on the cloud be secured?
<--- Score
41. Do you have the authority to produce the output?
<--- Score
42. Do you support public and private cloud platforms and big data
environments?
<--- Score
43. By what practical process can a brand platform be defined that will
maximise the chances of a successful brand launch?
<--- Score
44. Get unstuck. what are your current lead management processes and
where are the speci c areas you would like to automate?
<--- Score
45. What resources go in to get desired output after changes?
<--- Score
46. What are the disruptive Marketing Mix Modeling technologies that enable
your organization to radically change your business processes?
<--- Score
47. How do you improve data integration across the marketing
organization?
<--- Score
48. What tools were used to generate the list of possible causes?
<--- Score
49. What function does the software perform to transform input data into
output?
<--- Score
50. What happens if you need to move your customer data on-site due to
changing business requirements in the future?
<--- Score
51. Can you control the process easily?
<--- Score
52. What are your organizational processes, policies, practices and other
aspects of performance that are connected to the targeted element of the
customer experience?
<--- Score
53. Was a cause-and-effect diagram used to explore the different types of causes
(or sources of variation)?
<--- Score
54. How does attribution connect marketing and sales data?
<--- Score
55. What percentage of your organizations revenue is driven by marketing?
<--- Score
56. What conclusions were drawn from the team’s data collection and analysis?
How did the team reach these conclusions?
<--- Score
57. How long does it take to qualify, score, and assign prospects without a
marketing automation system?
<--- Score
58. Where do the marketing managers, finance managers and sales
managers go to get information about sales opportunities?
<--- Score
59. What are the personnel training and qualifications required?
<--- Score
60. What is the cost of poor quality as supported by the team’s analysis?
<--- Score
61. What is your organizations process which leads to recognition of value
generation?
<--- Score
62. What resources go in to get the desired output?
<--- Score
63. Can marketing roi data be used to make better marketing decisions?
<--- Score
64. Function and performance. What function does the software perform to
transform input data into output?
<--- Score
65. What are the best opportunities for value improvement?
<--- Score
66. Are there other associated services such as security enterprise audits,
cloud or data warehouse service?
<--- Score
67. Is your marketing a management technology or social process?
<--- Score
68. Is account management sales-driven, marketing driven or a strategydriven process?
<--- Score
69. What are the core processes of performance based logistics?
<--- Score
70. What resources go in to get desired output?
<--- Score
71. Is the performance gap determined?
<--- Score
72. How much evolution and stationarity are you observing in real
marketing data?
<--- Score
73. Does your attribution solution input both digital and offline marketing
data?
<--- Score
74. Should you promote other associate ES services such as Security
Enterprise Audits, Cloud or Data Warehouse service?
<--- Score
75. Were any designed experiments used to generate additional insight into the
data analysis?
<--- Score
76. How often is the data backed up?
<--- Score
77. What are your Marketing Mix Modeling processes?
<--- Score
78. What kind of data goes into creating your Marketing Mix Modeling?
<--- Score
79. Does the marketing automation system support an automated mapping
of your data model?
<--- Score
80. What are the customer data/marketing protections?
<--- Score
81. Have the problem and goal statements been updated to reflect the additional
knowledge gained from the analyze phase?
<--- Score
82. Are gaps between current performance and the goal performance identified?
<--- Score
83. Who will gather what data?
<--- Score
84. Are security controls in place for accessing authoritative data?
<--- Score
85. Was a detailed process map created to amplify critical steps of the ‘as is’
stakeholder process?
<--- Score
86. What did the team gain from developing a sub-process map?
<--- Score
87. How was the detailed process map generated, verified, and validated?
<--- Score
88. What are the revised rough estimates of the financial savings/opportunity for
Marketing Mix Modeling improvements?
<--- Score
89. The problem of personal data in cloud computing: what information is
regulated?
<--- Score
90. How can you create a secure environment to protect your data,
especially when new business models like cloud computing and mobility
leave you with little control over it?
<--- Score
91. What is the complexity of the output produced?
<--- Score
92. Are Marketing Mix Modeling changes recognized early enough to be
approved through the regular process?
<--- Score
Add up total points for this section: _____ = Total points for this section
Divided by: ______ (number of statements answered) = ______ Average score
for this section
Transfer your score to the Marketing Mix Modeling Index at the beginning of
the Self-Assessment.
CRITERION #5: IMPROVE:
INTENT: Develop a practical solution. Innovate, establish and test the solution
and to measure the results.
In my belief, the answer to this question is clearly defined:
5 Strongly Agree
4 Agree
3 Neutral
2 Disagree
1 Strongly Disagree
1. How do you decide on the appropriate channel mix?
<--- Score
2. What tools were most useful during the improve phase?
<--- Score
3. What criteria result is an effective target market?
<--- Score
4. How risky is your organization?
<--- Score
5. To what extent does management recognize Marketing Mix Modeling as a
tool to increase the results?
<--- Score
6. Who do you report Marketing Mix Modeling results to?
<--- Score
7. Is your marketing mix optimal?
<--- Score
8. What is Marketing Mix Modeling’s impact on utilizing the best solution(s)?
<--- Score
9. What communications are necessary to support the implementation of the
solution?
<--- Score
10. How does the software to be built fit into a larger system, product, or
business context and what constraints are imposed as a result of the
context?
<--- Score
11. How does the solution remove the key sources of issues discovered in the
analyze phase?
<--- Score
12. How do your marketing leaders evaluate platforms and partners for
advertising channels?
<--- Score
13. What methods does your organization use to access and develop
markets?
<--- Score
14. Is there a small-scale pilot for proposed improvement(s)? What conclusions
were drawn from the outcomes of a pilot?
<--- Score
15. Specifically, how will each trend affect product development, features,
and marketing?
<--- Score
16. How can you improve Marketing Mix Modeling?
<--- Score
17. Are improved process (‘should be’) maps modified based on pilot data and
analysis?
<--- Score
18. How much does the market value an improvement in a product
attribute?
<--- Score
19. What is the most significant change you (or your clients) have made as a
result of marketing attribution?
<--- Score
20. Can you identify any significant risks or exposures to Marketing Mix
Modeling third- parties (vendors, service providers, alliance partners etc) that
concern you?
<--- Score
21. After a successful line or brand extension is created, one major question
that soon arises concerns its geographical extension. In what countries
should it be developed?
<--- Score
22. Do you strive to deliver value to customers in a way that maintains or
improves the consumers and societys well-being?
<--- Score
23. What is the optimal marketing/ media budget for each product line?
<--- Score
24. Unless there is a higher volume or a higher margin as a result of the
creation of a brand, there is no brand value?
<--- Score
25. As they seek to improve the return on marketing activities, senior
executives ask a number of questions: What is working and what is not?
What answers do you have?
<--- Score
26. What lessons, if any, from a pilot were incorporated into the design of the
full-scale solution?
<--- Score
27. Do you link new product development to your business and marketing
strategies?
<--- Score
28. What are you using for integrated CRM and Project Management
Solutions?
<--- Score
29. What tools do you use once you have decided on a Marketing Mix Modeling
strategy and more importantly how do you choose?
<--- Score
30. What role can states play in promoting sustainable, mixeduse
development?
<--- Score
31. Which customers should you choose to serve through which channels,
with which products, prices, and marketing programs, for which decision
and life cycle stages, under which organization structure?
<--- Score
32. Is the implementation plan designed?
<--- Score
33. Do you combine technical expertise with business knowledge and Marketing
Mix Modeling Key topics include lifecycles, development approaches,
requirements and how to make a business case?
<--- Score
34. Are there any constraints (technical, political, cultural, or otherwise) that
would inhibit certain solutions?
<--- Score
35. Does your positioning leave any possibility for an alternative solution in
case of failure?
<--- Score
36. Have you identified breakpoints and/or risk tolerances that will trigger broad
consideration of a potential need for intervention or modification of strategy?
<--- Score
37. What is the optimal relationship between Product Management
Category Management and Marketing?
<--- Score
38. How can promotions on social feeds improve customer satisfaction and
market perception?
<--- Score
39. What were the underlying assumptions on the cost-benefit analysis?
<--- Score
40. Is your cloud-hosted SaaS solution evaluated for compliance, quality
and security?
<--- Score
41. What error proofing will be done to address some of the discrepancies
observed in the ‘as is’ process?
<--- Score
42. Who will be responsible for making the decisions to include or exclude
requested changes once Marketing Mix Modeling is underway?
<--- Score
43. Is the optimal solution selected based on testing and analysis?
<--- Score
44. How did the team generate the list of possible solutions?
<--- Score
45. How do you define the right KPIs and communicate marketing results
correctly?
<--- Score
46. How do you manage and improve your Marketing Mix Modeling work
systems to deliver customer value and achieve organizational success and
sustainability?
<--- Score
47. What is that spot between design and development and marketing and
executive?
<--- Score
48. Are the SaaS provider capabilities sufficient to automate user
provisioning and life cycle management without implementing a custom
solution for the SaaS service?
<--- Score
49. What motivates buying decisions in each market segment?
<--- Score
50. Is pilot data collected and analyzed?
<--- Score
51. How does software to be built fit into a larger system, product, or
business context and what constraints are imposed as a result of the
context?
<--- Score
52. Touchpoints: what marketing activities or events influence consumers
decisions or behavior?
<--- Score
53. Are you assessing Marketing Mix Modeling and risk?
<--- Score
54. How will you know that you have improved?
<--- Score
55. Long-term outcome evaluation: is your organization counter-marketing
program achieving its long-term goals?
<--- Score
56. Are possible solutions generated and tested?
<--- Score
57. How significant is the improvement in the eyes of the end user?
<--- Score
58. What is the team’s contingency plan for potential problems occurring in
implementation?
<--- Score
59. How will the group know that the solution worked?
<--- Score
60. What attendant changes will need to be made to ensure that the solution is
successful?
<--- Score
61. How do you communicate marketing results with your executive team
and board?
<--- Score
62. What tools were used to evaluate the potential solutions?
<--- Score
63. What improvements have been achieved?
<--- Score
64. Describe the design of the pilot and what tests were conducted, if any?
<--- Score
65. Since many brands are and will continue to remain local, how can they
be developed in the face of international competition?
<--- Score
66. Risk factors: what are the characteristics of Marketing Mix Modeling that
make it risky?
<--- Score
67. Do you advertise, rely on word-of-mouth and referrals, or use your
website and search engine optimization as your primary marketing tools?
<--- Score
68. What needs improvement? Why?
<--- Score
69. For decision problems, how do you develop a decision statement?
<--- Score
70. Is the measure of success for Marketing Mix Modeling understandable to a
variety of people?
<--- Score
71. The first step in developing a brand is to define its physical aspect: What
is it concretely?
<--- Score
72. How can you improve performance?
<--- Score
73. What is the implementation plan?
<--- Score
74. Are the best solutions selected?
<--- Score
75. Was a pilot designed for the proposed solution(s)?
<--- Score
76. Do you think the brand is important for the development of your
organization?
<--- Score
77. Which of the recognised risks out of all risks can be most likely transferred?
<--- Score
78. Do you understand the functions of the brand for its users. Is the brand
a sign for itself or for others?
<--- Score
79. What tools were used to tap into the creativity and encourage ‘outside the
box’ thinking?
<--- Score
80. How will you know that a change is an improvement?
<--- Score
81. How does solution selling fit into relationship marketing model?
<--- Score
82. How do you evaluate the brand in practice using the discounted
cashflow method?
<--- Score
83. How do you optimize your marketing support for a new product?
<--- Score
84. What are the strategic implications of marketing mix modeling results?
<--- Score
85. How should the global brand cope with the reality of widely differing
levels of development of markets?
<--- Score
86. Were any criteria developed to assist the team in testing and evaluating
potential solutions?
<--- Score
87. How are policy decisions made and where?
<--- Score
88. What is the optimal marketing mix?
<--- Score
89. Are new and improved process (‘should be’) maps developed?
<--- Score
90. Who makes the Marketing Mix Modeling decisions in your organization?
<--- Score
91. How does the use of Internet technologies to support the marketing
function at your organization improve business and customer value?
<--- Score
92. How will you manage research and development, production,
marketing, sales, customer service, finance and administration?
<--- Score
93. Is there a cost/benefit analysis of optimal solution(s)?
<--- Score
94. How could it contribute to the development of business?
<--- Score
95. Identify a product that has been successfully modified to meet changing
consumer needs and, as a result, has avoided the decline stage. can you
modify the market, the product, or the marketing mix?
<--- Score
96. How do you optimize your on-line marketing mix (e.g. Google SEO
versus Google Adwords)?
<--- Score
97. How will the team or the process owner(s) monitor the implementation plan
to see that it is working as intended?
<--- Score
98. What role does shopper marketing play in consumer decision-making
for your brands?
<--- Score
99. What marketing mix did you develop to target the segments?
<--- Score
100. For estimation problems, how do you develop an estimation statement?
<--- Score
101. Does advertising get all the credit due in marketing mix models and
other methods of evaluating return on investment?
<--- Score
102. What are the key elements in your documented content marketing
strategy?
<--- Score
103. Do you really know how consumers evaluate brand extensions?
<--- Score
104. What does the ‘should be’ process map/design look like?
<--- Score
105. What does the future hold for marketing decision models?
<--- Score
106. What needs do NOT fit with your audience, as the marketing team
develops a value proposition for your organization?
<--- Score
107. Is it true that the majority of Salesforce.com partners develop add-on
solutions for the product, rather than working with customers on roll-out
projects?
<--- Score
108. How does your organization decide the appropriate channel mix?
<--- Score
109. How do you evaluate the use and advantage of the content in general?
<--- Score
110. How can you improve the real return on your marketing dollars?
<--- Score
111. Is a contingency plan established?
<--- Score
112. Is the scope clearly documented?
<--- Score
113. Is a solution implementation plan established, including schedule/work
breakdown structure, resources, risk management plan, cost/budget, and control
plan?
<--- Score
114. Given limited financial resources, how much should your organization
invest in revenue mgt IT improvements versus other enablers such as
training, marketing, etc.?
<--- Score
Add up total points for this section: _____ = Total points for this section
Divided by: ______ (number of statements answered) = ______ Average score
for this section
Transfer your score to the Marketing Mix Modeling Index at the beginning of
the Self-Assessment.
CRITERION #6: CONTROL:
INTENT: Implement the practical solution. Maintain the performance and
correct possible complications.
In my belief, the answer to this question is clearly defined:
5 Strongly Agree
4 Agree
3 Neutral
2 Disagree
1 Strongly Disagree
1. Is this system end-to-end monitored for performance and security?
<--- Score
2. What is the best design framework for Marketing Mix Modeling organization
now that, in a post industrial-age if the top-down, command and control model is
no longer relevant?
<--- Score
3. Have new or revised work instructions resulted?
<--- Score
4. How will Marketing Mix Modeling decisions be made and monitored?
<--- Score
5. Does Marketing Mix Modeling appropriately measure and monitor risk?
<--- Score
6. What are the critical parameters to watch?
<--- Score
7. Where do ideas that reach policy makers and planners as proposals for
Marketing Mix Modeling strengthening and reform actually originate?
<--- Score
8. What other systems, operations, processes, and infrastructures (hiring
practices, staffing, training, incentives/rewards, metrics/dashboards/scorecards,
etc.) need updates, additions, changes, or deletions in order to facilitate
knowledge transfer and improvements?
<--- Score
9. How will new or emerging customer needs/requirements be
checked/communicated to orient the process toward meeting the new
specifications and continually reducing variation?
<--- Score
10. What can you learn from this?
<--- Score
11. What is your theory of human motivation, and how does your compensation
plan fit with that view?
<--- Score
12. Are documented procedures clear and easy to follow for the operators?
<--- Score
13. Is there documentation that will support the successful operation of the
improvement?
<--- Score
14. Does the response plan contain a definite closed loop continual improvement
scheme (e.g., plan-do-check-act)?
<--- Score
15. How do you plan to fund increases to your interactive marketing
budget?
<--- Score
16. What should the next improvement project be that is related to Marketing
Mix Modeling?
<--- Score
17. Who is the Marketing Mix Modeling process owner?
<--- Score
18. How do you establish and deploy modified action plans if circumstances
require a shift in plans and rapid execution of new plans?
<--- Score
19. Are there synergistic effects across the marketing plan?
<--- Score
20. Are operating procedures consistent?
<--- Score
21. Will existing staff require re-training, for example, to learn new business
processes?
<--- Score
22. Are there documented procedures?
<--- Score
23. How will the process owner and team be able to hold the gains?
<--- Score
24. Does job training on the documented procedures need to be part of the
process team’s education and training?
<--- Score
25. Is reporting being used or needed?
<--- Score
26. How will the day-to-day responsibilities for monitoring and continual
improvement be transferred from the improvement team to the process owner?
<--- Score
27. How are marketing plans developed?
<--- Score
28. What quality tools were useful in the control phase?
<--- Score
29. Is new knowledge gained imbedded in the response plan?
<--- Score
30. Is a marketing planning approach needed?
<--- Score
31. Are the planned controls working?
<--- Score
32. How will the process owner verify improvement in present and future sigma
levels, process capabilities?
<--- Score
33. Are new process steps, standards, and documentation ingrained into normal
operations?
<--- Score
34. Forecast: what market share can be expected with the planned
marketing mix?
<--- Score
35. Does the Marketing Mix Modeling performance meet the customer’s
requirements?
<--- Score
36. How can direct marketing be integrated into campaign planning?
<--- Score
37. How will report readings be checked to effectively monitor performance?
<--- Score
38. Is a response plan established and deployed?
<--- Score
39. Will any special training be provided for results interpretation?
<--- Score
40. Is there a standardized process?
<--- Score
41. Would a marketing plan help increase participation?
<--- Score
42. Is there a transfer of ownership and knowledge to process owner and process
team tasked with the responsibilities.
<--- Score
43. Do you separate marketing planning by media type?
<--- Score
44. How does the concept of production planning interact with traditional
marketing skills to ensure business success?
<--- Score
45. Are suggested corrective/restorative actions indicated on the response plan
for known causes to problems that might surface?
<--- Score
46. Do you have a plan in place to update the content in your program?
<--- Score
47. How will input, process, and output variables be checked to detect for suboptimal conditions?
<--- Score
48. Is there a recommended audit plan for routine surveillance inspections of
Marketing Mix Modeling’s gains?
<--- Score
49. What is the recommended frequency of auditing?
<--- Score
50. How effective are your marketing control mechanisms?
<--- Score
51. Have the procedures for monitoring, assessing, and testing for security
been documented?
<--- Score
52. Does a troubleshooting guide exist or is it needed?
<--- Score
53. Are controls in place and consistently applied?
<--- Score
54. Which method and key performance indicators do you use to monitor,
analyze, and optimize your organization?
<--- Score
55. Marketing, planning and production impact the usage of project
management techniques in R&D?
<--- Score
56. Is knowledge gained on process shared and institutionalized?
<--- Score
57. What other areas of the group might benefit from the Marketing Mix
Modeling team’s improvements, knowledge, and learning?
<--- Score
58. Are you measuring, monitoring and predicting Marketing Mix Modeling
activities to optimize operations and profitability, and enhancing outcomes?
<--- Score
59. Are marketing campaigns, sales workflow, offline access or territory
management capabilities included as standard?
<--- Score
60. How do you plan and optimize outbound and inbound marketing
campaigns to increase response rates, engagement levels, productivity, and
ROI?
<--- Score
61. What key inputs and outputs are being measured on an ongoing basis?
<--- Score
62. Is there a control plan in place for sustaining improvements (short and longterm)?
<--- Score
63. Are pertinent alerts monitored, analyzed and distributed to appropriate
personnel?
<--- Score
64. How do you approach decision-making as it relates to marketing
planning and investments?
<--- Score
65. What is the control/monitoring plan?
<--- Score
66. How will you measure your QA plan’s effectiveness?
<--- Score
67. What information is needed to complete marketing planning?
<--- Score
68. Who/what/where do you plan to explore to generate additional ideas for
your marketing formula?
<--- Score
69. What are the measures used to control market planning?
<--- Score
70. What do you plan to experiment with in improving your marketing
formula?
<--- Score
71. How might the group capture best practices and lessons learned so as to
leverage improvements?
<--- Score
72. What is the cost and timetable for implementation of the marketing
plan?
<--- Score
73. Is there a documented and implemented monitoring plan?
<--- Score
74. Is a response plan in place for when the input, process, or output measures
indicate an ‘out-of-control’ condition?
<--- Score
75. Does the data center that houses this solution conform to generally
recognized security standards?
<--- Score
76. What is the level of standardization in the processes used to decide
between the different marketing communication medium on offer?
<--- Score
77. This is all about defining the brands marketing strategy, functional
objectives and campaign plan. Will it be mainly massmedia advertising, or
mainly proximity marketing?
<--- Score
78. Are federal and state regulatory efforts having any impact on
underwriting standards and risk management by your organization?
<--- Score
79. Has the improved process and its steps been standardized?
<--- Score
Add up total points for this section: _____ = Total points for this section
Divided by: ______ (number of statements answered) = ______ Average score
for this section
Transfer your score to the Marketing Mix Modeling Index at the beginning of
the Self-Assessment.
CRITERION #7: SUSTAIN:
INTENT: Retain the benefits.
In my belief, the answer to this question is clearly defined:
5 Strongly Agree
4 Agree
3 Neutral
2 Disagree
1 Strongly Disagree
1. Who clears on branding?
<--- Score
2. What is the marketing mix?
<--- Score
3. How does shopper marketing influence the overall outcome?
<--- Score
4. How do you know if your organization has been using the wrong
marketing approach?
<--- Score
5. Where does shopper marketing best align with your organizations
strategy?
<--- Score
6. Do you have sufficient staff resources assigned to the marketing function?
<--- Score
7. What are the factors of decline?
<--- Score
8. How do public policies influence the market?
<--- Score
9. Do you do any partner marketing?
<--- Score
10. Is it really worthwhile for premium brands to lower prices?
<--- Score
11. How does an augmented reality application influence customer
experience?
<--- Score
12. What is the market environment?
<--- Score
13. What is luxury?
<--- Score
14. What do your marketers consider as they shift to more advanced
attribution models?
<--- Score
15. Which are inhibiting your ability to implement a multichannel
approach?
<--- Score
16. Building the brand in reverse?
<--- Score
17. Does the competitive environment moderate the market orientationperformance relationship?
<--- Score
18. Does management consider the secondary marketing department a
profit center?
<--- Score
19. When should you create a sub-brand?
<--- Score
20. What has been the best performing marketing activity in the past and
why?
<--- Score
21. How do you get buy-in from the team for a schedule?
<--- Score
22. What annual royalties could your organization hope to receive if it
licensed the rights to use the brand?
<--- Score
23. Which stores and sales regions would benefit from a promotional
campaign and additional marketing?
<--- Score
24. Which customers should you target?
<--- Score
25. Slick marketing or scientific evidence?
<--- Score
26. How does marketing deliver value to your organization?
<--- Score
27. Does your marketing strategy take advantage of consumers broadcastto-online behaviors?
<--- Score
28. Have you set KPIs set for content marketing?
<--- Score
29. What happens when mobility-inclined market segments face
accessibility-enhancing policies?
<--- Score
30. How will shopper marketing programs be funded and coordinated with
brand, category and trade?
<--- Score
31. Do you use a permission-marketing approach and send your customers
a letter or an email describing the kind of segment and the characteristics
that you have attributed to them?
<--- Score
32. Do you have a content marketing mission statement?
<--- Score
33. What will you do when an even cheaper Asian competitor appears?
<--- Score
34. How many brands are capable today of answering crucial question:
What would the market lack if you did not exist?
<--- Score
35. Do you know which half of your marketing budget is wasted?
<--- Score
36. What spaces are to be considered when your organization goes through
a value exploration?
<--- Score
37. What product and service mix increases customer satisfaction and
reduces churn?
<--- Score
38. Has the vendors security ever been breached?
<--- Score
39. When valuing a brand why not start with the value of similar brands on
the market?
<--- Score
40. What are your promotional mix, goals and objectives?
<--- Score
41. Are the marketing activities aligned with sales?
<--- Score
42. When does it makes sense for a marketer to not adopt multitouch
attribution?
<--- Score
43. Is marketing effective in each segment?
<--- Score
44. How contagious is your viral marketing campaign?
<--- Score
45. In essence, the concept of brand essence asks in an atemporal and global
way: what do you sell? Does it in your organization?
<--- Score
46. What role do you play for the audience?
<--- Score
47. How simple or complex is the structure of your enterprise?
<--- Score
48. What are the prospects content preferences?
<--- Score
49. Why should marketing and manufacturing work together?
<--- Score
50. What are the most important benefits of your organization that
competitors are concerned of?
<--- Score
51. Quality of content Variety?
<--- Score
52. What specific methods do you use for marketing attribution?
<--- Score
53. What do you want your content marketing to deliver?
<--- Score
54. How long does it take for a routine landing page update without a
marketing automation system?
<--- Score
55. What is your organizations marketing mix?
<--- Score
56. Are project charters being prepared for projects?
<--- Score
57. Are you taking notice of emerging realities and incorporating them into
your marketing reporting mix?
<--- Score
58. What is the market?
<--- Score
59. The model you use should be subjected to a common sense test. Does it
match the intuitive view of subject matter experts on how they would expect
the different factors to affect outcomes?
<--- Score
60. What is the ultimate metric?
<--- Score
61. Revenue management and customer centric marketing - how do they
influence travellers choices?
<--- Score
62. Does the supplier have any security certification?
<--- Score
63. How do you know that marketing really works?
<--- Score
64. Are there still mass media, taking into account the fractioning of the
audience?
<--- Score
65. What is the business goal of your content marketing?
<--- Score
66. How do you intend to win?
<--- Score
67. How much volume and profit does each marketing agent contribute to
your business?
<--- Score
68. How much are you spending on marketing?
<--- Score
69. Does the vendor perform security assessments?
<--- Score
70. How entrenched are competitors?
<--- Score
71. Is the parent brand sufficiently well known to move on to the stage of
having daughter brands?
<--- Score
72. Is it a motivating difference?
<--- Score
73. How do you determine the value of each asset and, in particular, the
value of a brand?
<--- Score
74. How does traditional for-profit marketing differ from nonprofit
marketing?
<--- Score
75. What are the marketing mix variables?
<--- Score
76. What happens if you reduce/increase the marketing budget by Y?
<--- Score
77. What kind of information (i.e. content) and marketing channels has
your organization already and been using to communicate with potential
customers?
<--- Score
78. Should there be a different name for your organization and the
commercial brand?
<--- Score
79. Does it have benefits for the target market you are trying to reach?
<--- Score
80. Do your ads run in all the anticipated markets?
<--- Score
81. Do you track key performance outcomes?
<--- Score
82. How does content in each sector support your content creation and
marketing goals?
<--- Score
83. What constitutes good marketing research?
<--- Score
84. What is the expected number of email marketing permissions per month
(or year) expected when the project is completed?
<--- Score
85. Do norms matter in marketing relationships?
<--- Score
86. What are the components of the marketing mix?
<--- Score
87. When does it make sense to use a marketing mix model?
<--- Score
88. Why this rise in co-branding?
<--- Score
89. Exposure is key for any kind of business, and how do you get exposure?
<--- Score
90. What information would you want that you are not getting now?
<--- Score
91. What differentiates your product in the target market?
<--- Score
92. What are the benefits of direct marketing?
<--- Score
93. Should you spend more on new-product marketing and less on brand
building?
<--- Score
94. What role do different channels play in overall interactive marketing
growth?
<--- Score
95. What are the customer buying cycle stages at your organization?
<--- Score
96. Why is branding so strategic?
<--- Score
97. Does the brand in question have the potential for strong differentiation,
or a plus value?
<--- Score
98. How much do marketers waste on searching existing marketing content?
<--- Score
99. How do marketing leaders win with programmatic advertising?
<--- Score
100. What are your goals/potential wins from an Account-Based Marketing
strategy?
<--- Score
101. How comfortable are you with your technology skills?
<--- Score
102. What types of customers do you serve?
<--- Score
103. What effect has implementing tag management had on the speed of
running marketing campaigns?
<--- Score
104. Can scrum meetings be replaced by emailed status reports?
<--- Score
105. What viable alternatives are there in the marketplace?
<--- Score
106. How do the marketing and sales areas affect product quality in a total
quality management system?
<--- Score
107. What is your one-to-one web marketing?
<--- Score
108. What is your organization passionate about?
<--- Score
109. Revenue management and customer centric marketing How do they
influence travellers choices?
<--- Score
110. Knowing the stage of your products in the product life cycle, what are
the implications for the marketing mix, product management strategy,
service strategy, and R&D strategy?
<--- Score
111. Do you know for certain your marketing efforts are effective?
<--- Score
112. Is the project critical to the mission or function of your organization?
<--- Score
113. Which campaign is performing better?
<--- Score
114. Do you really have a global strategy?
<--- Score
115. Who are the major competitors?
<--- Score
116. How did you experience flow when using the application?
<--- Score
117. Who is the performance based logistics champion?
<--- Score
118. Overall, how would you rate the success of your organizations VoC
program in terms of meeting its goals and objectives, and fulfilling
managements expectations?
<--- Score
119. When you look for information, which resources do you use as help?
<--- Score
120. How and where do competitors spend marketing dollars?
<--- Score
121. Has functional security testing been performed on the services?
<--- Score
122. How are tourism marketing organizations responding to changes in
traveller behaviour?
<--- Score
123. What generates revenues, expenses, and profits in each profit center?
<--- Score
124. Is there an increasing importance of Integrated Marketing
Communications?
<--- Score
125. Can your organization produce it?
<--- Score
126. How can you benefit from adding a mobile dmp to your current
marketing stack?
<--- Score
127. Is marketing a fundamental phenomenon, or a passing one, in the sum
of human knowledge?
<--- Score
128. Will it be mainly massmedia advertising, or mainly proximity
marketing?
<--- Score
129. Augmented reality as an exciting online experience: is it really
beneficial for brands?
<--- Score
130. Is there a specific product that will appeal to the market segment?
<--- Score
131. Are there trends and/or market conditions that are considered for each
market segment?
<--- Score
132. When do you want to have it finished?
<--- Score
133. Is your marketing distinctive to you and special?
<--- Score
134. Which limited-service wholesalers perform no facilitating functions?
<--- Score
135. What other marketing activities do you pursue?
<--- Score
136. What role does technology play in channel management?
<--- Score
137. The marketing mix, does it support the selected position?
<--- Score
138. What are the advantages of marketing automation?
<--- Score
139. What do social marketing programs reveal about social marketing?
<--- Score
140. What are your main goals for marketing attribution?
<--- Score
141. How does a further conceptualized CX construct relate to other major
constructs in customer management and marketing?
<--- Score
142. Does in-store marketing work?
<--- Score
143. What are the reasons you (or your clients) do not carry out marketing
attribution or have delayed its implementation?
<--- Score
144. Do you have a relationship with a third-party marketing firm?
<--- Score
145. What are the common characteristics of (ideal) potential prospects?
<--- Score
146. How frequently do you use marketing automation dashboards to track
key performance outcomes?
<--- Score
147. Did the marketing campaign work in driving demand towards desired
products?
<--- Score
148. What do you (or your clients) regard as the benefits of marketing
attribution?
<--- Score
149. Are you getting new business?
<--- Score
150. What is your desired content marketing mix for each type of content?
<--- Score
151. How did you feel when you used the application?
<--- Score
152. What marketing strategies are appropriate at each stage of the product
life cycle?
<--- Score
153. How many outlets should you open on the given market to be
profitable?
<--- Score
154. How will augmented reality reinforce your organizations product
differentiation?
<--- Score
155. What effects do your acts have on the brands existing clients?
<--- Score
156. What are your marketing objectives?
<--- Score
157. In which form do you want to see it?
<--- Score
158. How do you preserve the superior image of a brand, this capital of
perceived difference?
<--- Score
159. Describe your predictive churn model. What statistical technique did
you use and why?
<--- Score
160. What is your Digital Marketing Platform?
<--- Score
161. Why was a particular method of distribution selected for a market
segment?
<--- Score
162. Does your organization value the brand management?
<--- Score
163. What parameters do you take into account when choosing a branding
strategy?
<--- Score
164. What are your major marketing objectives, strategies and metrics for
the next couple years?
<--- Score
165. How can clients be involved, induced to participate, affected?
<--- Score
166. Are pmps scaled to the category of the project?
<--- Score
167. Are you being creative in your marketing efforts?
<--- Score
168. Which marketing tactics increase volume and profit?
<--- Score
169. How will the product be priced for each market segment?
<--- Score
170. Are you really listening to what your customers are saying?
<--- Score
171. What are the positive consequences of a performance based logistics
strategy?
<--- Score
172. How can you avoid the temptation to rescue your teams?
<--- Score
173. Security-as-a-Service Delivery Model?
<--- Score
174. What is your internal marketing?
<--- Score
175. How do you segment your existing markets?
<--- Score
176. How do you create and utilize a single marketing view of the customer?
<--- Score
177. Where does shopper marketing sit in your organization?
<--- Score
178. Who are you addressing?
<--- Score
179. What are the negative consequences of performance based logistics?
<--- Score
180. The brand logic is that of the customer: why choose number two if you
can have number one?
<--- Score
181. Have you integrated your marketing and advertising technologies so
you can act on audience insights?
<--- Score
182. How many marketing channels are you using?
<--- Score
183. What are the most important marketing metrics for you to use?
<--- Score
184. What content management system (CMS) is a new website leveraging?
<--- Score
185. New products: what separates winners from losers?
<--- Score
186. What degree of preference does it create?
<--- Score
187. Are there known SLAs for the IaaS with respect to availability,
performance, scalability?
<--- Score
188. How should marketing budgets be allocated?
<--- Score
189. What is the role of marketing across the demand supply management
activities?
<--- Score
190. Are you provided with service level assurances in relation to the
performance and availability of the application?
<--- Score
191. Are permissions and security settings configured correctly?
<--- Score
192. The marketing mix over time?
<--- Score
193. Is this a sustainable positioning which cannot be imitated by
competitors?
<--- Score
194. Should marketing or r&d have more power?
<--- Score
195. What are the biggest marketing challenges you expect to face in the
next two years?
<--- Score
196. What are the components of marketing your organization?
<--- Score
197. What work is performed by marketing channels?
<--- Score
198. Are you currently participating in any alliances or joint marketing
efforts?
<--- Score
199. To what extent are you knowledgeable of the new 6th P in the
marketing mix, Poise?
<--- Score
200. How do you approach marketing to different areas of the world?
<--- Score
201. Who are subject matter experts?
<--- Score
202. How does the marketing mix send messages?
<--- Score
203. Does your past performance give the customer confidence you can do
the job?
<--- Score
204. How do you assure a consistent brand experience in a B-to-B market?
<--- Score
205. How much should you spend on marketing?
<--- Score
206. When a new initiative is considered, you ask questions: Will the
initiative add value for caring for people and help you to deliver better
performance?
<--- Score
207. Are price, promotion, distribution and other marketing variables
included?
<--- Score
208. How do you currently manage your sales and marketing campaigns?
<--- Score
209. What is the business market, and how does it differ from the consumer
market?
<--- Score
210. What are your clients main goals for marketing attribution?
<--- Score
211. By which marketing channels and how often do you send information?
<--- Score
212. How much marketing management depth does your organization
have?
<--- Score
213. Segments: what different types of consumers exist in the market?
<--- Score
214. Are organizations that have outstanding marketing strategies or excel
at supply chain management also more likely to have high-performance HR
systems?
<--- Score
215. What techniques and tools are used for project management?
<--- Score
216. How are shoppers purchasing behaviors affected by different shopper
marketing elements?
<--- Score
217. What do you mean by Enterprise Marketing Automation?
<--- Score
218. What motivates the buyer to take action?
<--- Score
219. How do you deliver consistent marketing content to various online and
offline channels globally?
<--- Score
220. What are the key performance indicators to objectively assess the
quality of digital actions?
<--- Score
221. Does the product fit into the current product mix?
<--- Score
222. How do you check the effectiveness of marketing campaigns?
<--- Score
223. How will the job be done technically and managerially?
<--- Score
224. Does relationship marketing age well?
<--- Score
225. What existing SaaS platforms do you currently use?
<--- Score
226. What is the primary way in which your organization manages its
search marketing efforts?
<--- Score
227. Who in your organization will use the marketing automation system?
<--- Score
228. What marketing activities do you currently perform?
<--- Score
229. In what way(s) did marketing research help shape CRM?
<--- Score
230. Where will the service be provided?
<--- Score
231. What is the right level of resources to dedicate to shopper marketing?
<--- Score
232. What do you regard as the benefits of marketing attribution?
<--- Score
233. How do you increase the probability of success of brand extensions?
<--- Score
234. How do you interpret the figures in terms of the marketing
performance of your brand and its value?
<--- Score
235. How did you adapt the messages?
<--- Score
236. Demonstrate the predictive performance of the model. Is the
performance adequate?
<--- Score
237. Which part of your marketing spends really works?
<--- Score
238. When can a brand be activated and recorded on the balance sheet?
<--- Score
239. Do you use multiple agencies to create marketing materials?
<--- Score
240. When do customers want to pay more?
<--- Score
241. Is there any significant relationship between marketing mix elements
and brand equity ?
<--- Score
242. What makes your product marketable?
<--- Score
243. Do you use your social objectives as part of your marketing strategy?
<--- Score
244. Industrial distributors perform functions that are most like which
intermediary in the consumer goods marketing channel?
<--- Score
245. What level of involvement does the marketing department have in the
creation, management, and distribution of content?
<--- Score
246. How do you see your logistics and supply chain strategy contributing to
the overall achievement of corporate and marketing goals?
<--- Score
247. What visibility should the corporate brand have?
<--- Score
248. What are the functions performed by intermediaries?
<--- Score
249. What is the effect of different marketing mix instruments (i.e.,
promotions) used across touchpoints and channels on the performance of
channels?
<--- Score
250. How can crowdsourcing influence this new variable known as people in
the marketing mix?
<--- Score
251. How is intention to increase WOM connected to actual performance?
<--- Score
252. If products and/or prices are to be different, how determine the mix?
<--- Score
253. Describe the marketing technology tools on which you depend to
ensure the entire system is well tuned?
<--- Score
254. Do you carry out market research?
<--- Score
255. Market orientation and organizational performance: is innovation a
missing link?
<--- Score
256. Why is marketing mix modeling inevitable for your business?
<--- Score
257. What organizational factors foster or discourage a performance based
logistics strategy in your organization?
<--- Score
258. How do you stop the guesswork in your marketing budget allocation?
<--- Score
259. Does your product feature the one or two things that your target
market wants most?
<--- Score
260. How does naas change the channel mix and market positioning?
<--- Score
261. Which of your wholesalers carries a broad assortment of merchandise
and performs all channel functions?
<--- Score
262. Who are multichannel shoppers and how do they perform?
<--- Score
263. Does performance based logistics work?
<--- Score
264. How do you balance brand and performance advertising?
<--- Score
265. Is there evidence that the target market segment will accept your
price?
<--- Score
266. How do you use the marketing mix?
<--- Score
267. What do you want the brand to look like in the future?
<--- Score
268. Is there a high degree of complementarity between the brand images
that will create value?
<--- Score
269. How did you experience the service quality in the application?
<--- Score
270. How does services marketing differ from physical goods marketing?
<--- Score
271. Which shopper marketing tactics are most effective?
<--- Score
272. What are your metrics for measuring marketing productivity?
<--- Score
273. Will the release be done on right time?
<--- Score
274. How well does a task fit the clients wishes?
<--- Score
275. Has agile intervention been effective in achieving objectives?
<--- Score
276. What does this mean for the overall marketing mix for your
organization?
<--- Score
277. Does the application enhance the willingness to buy a product?
<--- Score
278. What evidence is there that potential customers in each market
segment want the product?
<--- Score
279. What does the term performance based logistics mean to you?
<--- Score
280. What does it take to build a brand?
<--- Score
281. Does the system allow for marketing asset management?
<--- Score
282. Do you perform penetration testing of the service?
<--- Score
283. How did you experience your AR-application?
<--- Score
284. What direct marketing, trade magazine advertisements or promotional
materials will be used?
<--- Score
285. What does tomorrows marketing operating model look like?
<--- Score
286. How does your organization build and manage its product mix and
product lines?
<--- Score
287. How stable or not is the business environment in which you are
operating?
<--- Score
288. Who is best placed to make use of brands?
<--- Score
289. Have you noticed any market trends or areas to fill a niche?
<--- Score
290. How does your current marketing strategy align to business objectives
and strategy?
<--- Score
291. Which part of your marketing spend really works?
<--- Score
292. Are your competitors established in the market?
<--- Score
293. How does the performance of your organization compare with industry
norms?
<--- Score
294. What and which marketing strategy will be used?
<--- Score
295. Do you have permission from senior management and
marketing/communications to progress?
<--- Score
296. How many staff are dedicated to digital marketing?
<--- Score
297. What do you really know on the effectiveness of social marketing?
<--- Score
298. Destination marketing: competition, cooperation or coopetition?
<--- Score
299. Do you think the publicity of your brand is effective?
<--- Score
300. Do you segment your market into targeted audiences?
<--- Score
301. How easy was it to search for information in the application?
<--- Score
302. How are marketing materials reviewed for security implications?
<--- Score
303. What does marketing success look like?
<--- Score
304. What are the marketing objectives regarding potential prospects at the
moment?
<--- Score
305. Why do you care about brand management?
<--- Score
306. How do your marketers determine the marketing mix?
<--- Score
307. What is the communications mix, and how should it be set?
<--- Score
308. What functions do brands perform that make them so valuable to
marketers?
<--- Score
309. Does your marketing generate any value for shareholders?
<--- Score
310. How do you consider the brand management in your organization?
<--- Score
311. What is the incremental value of each of the elements of your
marketing mix?
<--- Score
312. How should media and marketing spend be allocated across your
brand portfolio?
<--- Score
313. The strategic value of direct marketing: What are you good at?
<--- Score
314. How confident are you that your organization is impartial when
carrying out marketing attribution?
<--- Score
315. How important is marketing in your business operations?
<--- Score
316. How does your organization minimize the wastage on marketing
expenditure with an efficient promotional mix?
<--- Score
317. What are possible favorable contents and content types to reach
prospects?
<--- Score
318. What are the prevailing market prices for similar products?
<--- Score
319. Is your organization ready for the marketing technology backbone?
<--- Score
320. What specific methods do you (or your clients) use for marketing
attribution?
<--- Score
321. What are your organizations dynamic capabilities and are they a useful
construct in strategic management?
<--- Score
322. How to take your digital marketing to the next level?
<--- Score
323. Which marketing investments will yield the best incremental return?
<--- Score
324. Which naming strategy should be used?
<--- Score
325. When measuring return on objective (ROO), do you ask the basic
question; Were your marketing/advertising goals achieved?
<--- Score
326. How are you measuring the performance of your marketing
campaigns?
<--- Score
327. Which traditional marketing budgets will you decrease in order to fund
increased interactive marketing?
<--- Score
328. Are KPIs set for content marketing?
<--- Score
329. What factors are used by your marketers to position products/services?
<--- Score
330. Do you have an independent department for brand management?
<--- Score
331. What lies beyond capacity markets ?
<--- Score
332. Is the brand a sign for itself or for others?
<--- Score
333. Is the product/ service offered popular at a certain time of the year?
<--- Score
334. How can you maximize your potential to obtain Government
customers?
<--- Score
335. Social marketing: are you fiddling while Rome burns?
<--- Score
336. How many steps will it take for one of your sales users to create a
simple calling list containing all of accounts in a specific State or
organization?
<--- Score
337. Has vendor security ever been breached?
<--- Score
338. What account fors the choice of architectures with one, two or even
three brand levels?
<--- Score
339. Will it be able to imprint its strong, aspirational central values there?
<--- Score
340. Does your organization follow an account based marketing strategy?
<--- Score
341. How are shoppers purchasing behaviors affected by in-store marketing
versus out-of-store marketing?
<--- Score
342. Would it help to modify the product or marketing program?
<--- Score
343. Are you visible in the marketplace with a reputation for innovation and
excellence?
<--- Score
344. In which emerging channels is your organization conducting
marketing?
<--- Score
345. What trends are taking place in channel dynamics?
<--- Score
346. What do you want your brand to do for your organization?
<--- Score
347. How important is it that the application meet your demands?
<--- Score
348. Which marketing activity do you currently spend the most time and/or
money on?
<--- Score
349. How does your marketing spend perform across all channels?
<--- Score
350. How do conversion rates for earned media compare to other forms of
marketing?
<--- Score
351. How do you think about social marketing and media in terms of
tracking people?
<--- Score
352. How do you experience flow when using the Augmented Reality?
<--- Score
353. Should you implement it alone?
<--- Score
354. Does this positioning justify a price premium?
<--- Score
355. What has led to this change in practice?
<--- Score
356. How does the effectiveness of each marketing variable accelerate or
diminish over time?
<--- Score
Add up total points for this section: _____ = Total points for this section
Divided by: ______ (number of statements answered) = ______ Average score
for this section
Transfer your score to the Marketing Mix Modeling Index at the beginning of
the Self-Assessment.
Marketing Mix Modeling and Managing Projects, Criteria for Project
Managers:
1.0 Initiating Process Group: Marketing Mix
Modeling
1. Do you know the roles & responsibilities required for this Marketing Mix
Modeling project?
2. Just how important is your work to the overall success of the Marketing Mix
Modeling project?
3. What business situation is being addressed?
4. How should needs be met?
5. What technical work to do in each phase?
6. How will it affect me?
7. At which stage, in a typical Marketing Mix Modeling project do stake holders
have maximum influence?
8. Do you understand all business (operational), technical, resource and vendor
risks associated with the Marketing Mix Modeling project?
9. Information sharing?
10. Were resources available as planned?
11. During which stage of Risk planning are risks prioritized based on
probability and impact?
12. What communication items need improvement?
13. The process to Manage Stakeholders is part of which process group?
14. What do they need to know about the Marketing Mix Modeling project?
15. Do you know all the stakeholders impacted by the Marketing Mix Modeling
project and what needs are?
16. Professionals want to know what is expected from them what are the
deliverables?
17. Who is behind the Marketing Mix Modeling project?
18. Are stakeholders properly informed about the status of the Marketing Mix
Modeling project?
19. Have the stakeholders identified all individual requirements pertaining to
business process?
20. Do you know the Marketing Mix Modeling projects goal, purpose and
objectives?
1.1 Project Charter: Marketing Mix Modeling
21. Why Outsource?
22. Where and how does the team fit within your organization structure?
23. Strategic fit: what is the strategic initiative identifier for this Marketing Mix
Modeling project?
24. What is the business need?
25. What outcome, in measureable terms, are you hoping to accomplish?
26. What are the known stakeholder requirements?
27. Name and describe the elements that deal with providing the detail?
28. Is time of the essence?
29. What are the constraints?
30. What is in it for you?
31. Marketing Mix Modeling project deliverables: what is the Marketing Mix
Modeling project going to produce?
32. Why do you manage integration?
33. What are the assumptions?
34. Did your Marketing Mix Modeling project ask for this?
35. What is the purpose of the Marketing Mix Modeling project?
36. Review the general mission What system will be affected by the
improvement efforts?
37. Are you building in-house ?
38. What ideas do you have for initial tests of change (PDSA cycles)?
39. What are you striving to accomplish (measurable goal(s))?
1.2 Stakeholder Register: Marketing Mix Modeling
40. Who are the stakeholders?
41. What is the power of the stakeholder?
42. How should employers make voices heard?
43. Who is managing stakeholder engagement?
44. How much influence do they have on the Marketing Mix Modeling project?
45. How big is the gap?
46. Who wants to talk about Security?
47. What opportunities exist to provide communications?
48. How will reports be created?
49. What & Why?
50. Is your organization ready for change?
51. What are the major Marketing Mix Modeling project milestones requiring
communications or providing communications opportunities?
1.3 Stakeholder Analysis Matrix: Marketing Mix
Modeling
52. How to measure the achievement of the Development Objective?
53. What can the Marketing Mix Modeling projects outcome be used for?
54. Why is it important to identify them?
55. Timescales, deadlines and pressures?
56. Identify the stakeholders levels most frequently used –or at least sought– in
your Marketing Mix Modeling projects and for which purpose?
57. Political effects?
58. What tools would help you communicate?
59. Who are potential allies and opponents?
60. Seasonality, weather effects?
61. Price, value, quality?
62. Innovative aspects?
63. Supporters; who are the supporters?
64. Which resources are required?
65. What resources might the stakeholder bring to the Marketing Mix Modeling
project?
66. Will the impacts be local, national or international?
67. Management cover, succession?
68. What coalitions might build around the issues being tackled?
69. How are you predicting what future (work)loads will be?
70. Is there a reason why you are or are not not using an external rating system?
71. If you can not fix it, how do you do it differently?
2.0 Planning Process Group: Marketing Mix
Modeling
72. Is the Marketing Mix Modeling project making progress in helping to
achieve the set results?
73. What type of estimation method are you using?
74. Are work methodologies, financial instruments, etc. shared among
departments, organizations and Marketing Mix Modeling projects?
75. In what way has the Marketing Mix Modeling project come up with
innovative measures for problem-solving?
76. Why do it Marketing Mix Modeling projects fail?
77. Did the program design/ implementation strategy adequately address the
planning stage necessary to set up structures, hire staff etc.?
78. To what extent do the intervention objectives and strategies of the Marketing
Mix Modeling project respond to your organizations plans?
79. What should you do next?
80. Is the Marketing Mix Modeling project supported by national and/or local
organizations?
81. Are the necessary foundations in place to ensure the sustainability of the
results of the Marketing Mix Modeling project?
82. What do they need to know about the Marketing Mix Modeling project?
83. How does activity resource estimation affect activity duration estimation?
84. The Marketing Mix Modeling project charter is created in which Marketing
Mix Modeling project management process group?
85. Is the schedule for the set products being met?
86. How will users learn how to use the deliverables?
87. What makes your Marketing Mix Modeling project successful?
88. To what extent are the participating departments coordinating with each
other?
89. Have operating capacities been created and/or reinforced in partners?
90. How many days can task X be late in starting without affecting the
Marketing Mix Modeling project completion date?
2.1 Project Management Plan: Marketing Mix
Modeling
91. What went wrong?
92. Who is the sponsor?
93. If the Marketing Mix Modeling project management plan is a comprehensive
document that guides you in Marketing Mix Modeling project execution and
control, then what should it NOT contain?
94. Is there anything you would now do differently on your Marketing Mix
Modeling project based on past experience?
95. Is the budget realistic?
96. Why Change?
97. Is there an incremental analysis/cost effectiveness analysis of proposed
mitigation features based on an approved method and using an accepted model?
98. Are cost risk analysis methods applied to develop contingencies for the
estimated total Marketing Mix Modeling project costs?
99. Did the planning effort collaborate to develop solutions that integrate
expertise, policies, programs, and Marketing Mix Modeling projects across
entities?
100. Are the proposed Marketing Mix Modeling project purposes different than
a previously authorized Marketing Mix Modeling project?
101. Are there any windfall benefits that would accrue to the Marketing Mix
Modeling project sponsor or other parties?
102. What data/reports/tools/etc. do your PMs need?
103. If the Marketing Mix Modeling project is complex or scope is specialized,
do you have appropriate and/or qualified staff available to perform the tasks?
104. What would you do differently what did not work?
105. What would you do differently?
106. Development trends and opportunities. What if the positive direction and
vision of your organization causes expected trends to change?
107. Are comparable cost estimates used for comparing, screening and selecting
alternative plans, and has a reasonable cost estimate been developed for the
recommended plan?
108. What is Marketing Mix Modeling project scope management?
109. How do you manage time?
2.2 Scope Management Plan: Marketing Mix
Modeling
110. Has your organization done similar tasks before?
111. What is your organizations history in doing similar activities?
112. What happens if scope changes?
113. Do Marketing Mix Modeling project managers participating in the
Marketing Mix Modeling project know the Marketing Mix Modeling projects
true status first hand?
114. Are assumptions being identified, recorded, analyzed, qualified and closed?
115. Are multiple estimation methods being employed?
116. Are stakeholders aware and supportive of the principles and practices of
modern software estimation?
117. Does the detailed work plan match the complexity of tasks with the
capabilities of personnel?
118. Have adequate procedures been put in place for Marketing Mix Modeling
project communication and status reporting across Marketing Mix Modeling
project boundaries (for example interdependent software development among
interfacing systems)?
119. Is the schedule updated on a periodic basis?
120. How do you know when you are finished?
121. Are the budget estimates reasonable?
122. Are corrective actions taken when actual results are substantially different
from detailed Marketing Mix Modeling project plan (variances)?
123. Is there an approved case?
124. The greatest degree of uncertainty is encountered during which phase of the
Marketing Mix Modeling project life cycle?
125. What went right?
126. How are you planning to maintain the scope baseline and how will you
manage scope changes?
127. Have reserves been created to address risks?
128. Quality standards - are controls in place to ensure that the work was not
only completed and also completed to meet specific standards?
129. Are the people assigned to the Marketing Mix Modeling project sufficiently
qualified?
2.3 Requirements Management Plan: Marketing Mix
Modeling
130. How detailed should the Marketing Mix Modeling project get?
131. Is the system software (non-operating system) new to the IT Marketing Mix
Modeling project team?
132. The wbs is developed as part of a joint planning session. and how do you
know that youhave done this right?
133. Are all the stakeholders ready for the transition into the user community?
134. What performance metrics will be used?
135. After the requirements are gathered and set forth on the requirements
register, theyre little more than a laundry list of items. Some may be duplicates,
some might conflict with others and some will be too broad or too vague to
understand. Describe how the requirements will be analyzed. Who will perform
the analysis?
136. Controlling Marketing Mix Modeling project requirements involves
monitoring the status of the Marketing Mix Modeling project requirements and
managing changes to the requirements. Who is responsible for monitoring and
tracking the Marketing Mix Modeling project requirements?
137. How will unresolved questions be handled once approval has been
obtained?
138. Is stakeholder risk tolerance an important factor for the requirements
process in this Marketing Mix Modeling project?
139. How knowledgeable is the team in the proposed application area?
140. How knowledgeable is the primary Stakeholder(s) in the proposed
application area?
141. How often will the reporting occur?
142. Is infrastructure setup part of your Marketing Mix Modeling project?
143. Will the Marketing Mix Modeling project requirements become approved
in writing?
144. How will the information be distributed?
145. How will the requirements become prioritized?
146. Do you have price sheets and a methodology for determining the total
proposal cost?
147. What is a problem?
148. Will you document changes to requirements?
2.4 Requirements Documentation: Marketing Mix
Modeling
149. How will the proposed Marketing Mix Modeling project help?
150. What images does it conjure?
151. How linear / iterative is your Requirements Gathering process (or will it
be)?
152. What is the risk associated with the technology?
153. Can the requirement be changed without a large impact on other
requirements?
154. What are the acceptance criteria?
155. Where do system and software requirements come from, what are sources?
156. What kind of entity is a problem ?
157. Can the requirements be checked?
158. How does the proposed Marketing Mix Modeling project contribute to the
overall objectives of your organization?
159. What happens when requirements are wrong?
160. Completeness. are all functions required by the customer included?
161. How much does requirements engineering cost?
162. What is a show stopper in the requirements?
163. What is the risk associated with cost and schedule?
164. Who is interacting with the system?
165. Do your constraints stand?
166. What are the attributes of a customer?
167. Have the benefits identified with the system being identified clearly?
168. Who provides requirements?
2.5 Requirements Traceability Matrix: Marketing
Mix Modeling
169. Describe the process for approving requirements so they can be added to
the traceability matrix and Marketing Mix Modeling project work can be
performed. Will the Marketing Mix Modeling project requirements become
approved in writing?
170. Why do you manage scope?
171. How small is small enough?
172. What is the WBS?
173. What are the chronologies, contingencies, consequences, criteria?
174. What percentage of Marketing Mix Modeling projects are producing
traceability matrices between requirements and other work products?
175. Do you have a clear understanding of all subcontracts in place?
176. Is there a requirements traceability process in place?
177. Why use a WBS?
178. Will you use a Requirements Traceability Matrix?
179. How will it affect the stakeholders personally in career?
180. How do you manage scope?
2.6 Project Scope Statement: Marketing Mix
Modeling
181. Is there a process (test plans, inspections, reviews) defined for verifying
outputs for each task?
182. Will statistics related to QA be collected, trends analyzed, and problems
raised as issues?
183. Is the plan for your organization of the Marketing Mix Modeling project
resources adequate?
184. What are the possible consequences should a risk come to occur?
185. Has a method and process for requirement tracking been developed?
186. Does the scope statement still need some clarity?
187. Which risks does the Marketing Mix Modeling project focus on?
188. Have the configuration management functions been assigned?
189. Any new risks introduced or old risks impacted. Are there issues that could
affect the existing requirements for the result, service, or product if the scope
changes?
190. Is the Marketing Mix Modeling project organization documented and on
file?
191. Marketing Mix Modeling project lead, team lead, solution architect?
192. Have you been able to easily identify success criteria and create objective
measurements for each of the Marketing Mix Modeling project scopes goal
statements?
193. If the scope changes, what will the impact be to your Marketing Mix
Modeling project in terms of duration, cost, quality, or any other important areas
of the Marketing Mix Modeling project?
194. Is your organization structure appropriate for the Marketing Mix Modeling
projects size and complexity?
195. Will the Marketing Mix Modeling project risks be managed according to
the Marketing Mix Modeling projects risk management process?
196. Has the format for tracking and monitoring schedules and costs been
defined?
197. Elements that deal with providing the detail?
198. Were key Marketing Mix Modeling project stakeholders brought into the
Marketing Mix Modeling project Plan?
2.7 Assumption and Constraint Log: Marketing Mix
Modeling
199. What to do at recovery?
200. Diagrams and tables are included to account for complex concepts and
increase overall readability?
201. What do you log?
202. What weaknesses do you have?
203. Should factors be unpredictable over time?
204. Do documented requirements exist for all critical components and areas,
including technical, business, interfaces, performance, security and conversion
requirements?
205. Is there documentation of system capability requirements, data
requirements, environment requirements, security requirements, and computer
and hardware requirements?
206. Have you eliminated all duplicative tasks or manual efforts, where
appropriate?
207. Do you know what your customers expectations are regarding this process?
208. If appropriate, is the deliverable content consistent with current Marketing
Mix Modeling project documents and in compliance with the Document
Management Plan?
209. Violation trace: why ?
210. Have the scope, objectives, costs, benefits and impacts been communicated
to all involved and/or impacted stakeholders and work groups?
211. How can you prevent/fix violations?
212. Is this model reasonable?
213. Have all necessary approvals been obtained?
214. What if failure during recovery?
215. What strengths do you have?
216. Have all stakeholders been identified?
217. Are you meeting your customers expectations consistently?
218. Is the steering committee active in Marketing Mix Modeling project
oversight?
2.8 Work Breakdown Structure: Marketing Mix
Modeling
219. When would you develop a Work Breakdown Structure?
220. When does it have to be done?
221. Is the work breakdown structure (wbs) defined and is the scope of the
Marketing Mix Modeling project clear with assigned deliverable owners?
222. Where does it take place?
223. What is the probability that the Marketing Mix Modeling project duration
will exceed xx weeks?
224. How many levels?
225. Do you need another level?
226. How big is a work-package?
227. How much detail?
228. How will you and your Marketing Mix Modeling project team define the
Marketing Mix Modeling projects scope and work breakdown structure?
229. Why is it useful?
230. When do you stop?
231. Who has to do it?
232. Can you make it?
233. Is it a change in scope?
2.9 WBS Dictionary: Marketing Mix Modeling
234. Does the contractors system identify work accomplishment against the
schedule plan?
235. Do procedures specify under what circumstances replanning of open work
packages may occur, and the methods to be followed?
236. Are estimates developed by Marketing Mix Modeling project personnel
coordinated with the already stated responsible for overall management to
determine whether required resources will be available according to revised
planning?
237. Are all authorized tasks assigned to identified organizational elements?
238. Does the sum of all work package budgets plus planning packages within
control accounts equal the budgets assigned to the already stated control
accounts?
239. Are the rates for allocating costs from each indirect cost pool to contracts
updated as necessary to ensure a realistic monthly allocation of indirect costs
without significant year-end adjustments?
240. What should you drop in order to add something new?
241. Does the contractors system provide unit or lot costs when applicable?
242. Performance to date and material commitment?
243. Are there procedures for monitoring action items and corrective actions to
the point of resolution and are corresponding procedures being followed?
244. What is wrong with this Marketing Mix Modeling project?
245. Are Marketing Mix Modeling projected overhead costs in each pool and the
associated direct costs used as the basis for establishing interim rates for
allocating overhead to contracts?
246. Cwbs elements to be subcontracted, with identification of subcontractors?
247. What is the end result of a work package?
248. Are management actions taken to reduce indirect costs when there are
significant adverse variances?
249. Is undistributed budget limited to contract effort which cannot yet be
planned to CWBS elements at or below the level specified for reporting to the
Government?
250. Are material costs reported within the same period as that in which BCWP
is earned for that material?
251. Does the scheduling system identify in a timely manner the status of work?
2.10 Schedule Management Plan: Marketing Mix
Modeling
252. Are mitigation strategies identified?
253. Is there anything planned that does not need to be here?
254. Have all team members been part of identifying risks?
255. Have Marketing Mix Modeling project success criteria been defined?
256. Are all attributes of the activities defined, including risk and uncertainty?
257. How does the proposed individual meet each requirement?
258. Are the quality tools and methods identified in the Quality Plan appropriate
to the Marketing Mix Modeling project?
259. Is there any form of automated support for Issues Management?
260. What will be the final cost of the Marketing Mix Modeling project if status
quo is maintained?
261. Does the time Marketing Mix Modeling projection include an amount for
contingencies (time reserves)?
262. Are all key components of a Quality Assurance Plan present?
263. Are the Marketing Mix Modeling project team members located locally to
the users/stakeholders?
264. How relevant is this attribute to this Marketing Mix Modeling project or
audit?
265. Is the correct WBS element identified for each task and milestone in the
IMS?
266. Are the people assigned to the Marketing Mix Modeling project sufficiently
qualified?
267. Can be realistically shortened (the duration of subsequent tasks)?
268. Have adequate resources been provided by management to ensure
Marketing Mix Modeling project success?
2.11 Activity List: Marketing Mix Modeling
269. What will be performed?
270. Are the required resources available or need to be acquired?
271. What did not go as well?
272. How will it be performed?
273. What went well?
274. Should you include sub-activities?
275. What is the probability the Marketing Mix Modeling project can be
completed in xx weeks?
276. What are the critical bottleneck activities?
277. Can you determine the activity that must finish, before this activity can
start?
278. How do you determine the late start (LS) for each activity?
279. Is infrastructure setup part of your Marketing Mix Modeling project?
280. For other activities, how much delay can be tolerated?
281. What is the LF and LS for each activity?
282. How much slack is available in the Marketing Mix Modeling project?
283. What is the total time required to complete the Marketing Mix Modeling
project if no delays occur?
284. When do the individual activities need to start and finish?
2.12 Activity Attributes: Marketing Mix Modeling
285. Activity: what is In the Bag?
286. Where else does it apply?
287. Were there other ways you could have organized the data to achieve similar
results?
288. Would you consider either of corresponding activities an outlier?
289. What is the general pattern here?
290. Resource is assigned to?
291. Time for overtime?
292. Is there a trend during the year?
293. Are the required resources available?
294. Activity: what is Missing?
295. Can you re-assign any activities to another resource to resolve an overallocation?
296. What activity do you think you should spend the most time on?
297. Resources to accomplish the work?
298. How many days do you need to complete the work scope with a limit of X
number of resources?
299. How difficult will it be to do specific activities on this Marketing Mix
Modeling project?
300. Do you feel very comfortable with your prediction?
301. Activity: fair or not fair?
302. Does your organization of the data change its meaning?
2.13 Milestone List: Marketing Mix Modeling
303. Environmental effects?
304. It is to be a narrative text providing the crucial aspects of your Marketing
Mix Modeling project proposal answering what, who, how, when and where?
305. Marketing - reach, distribution, awareness?
306. What are your competitors vulnerabilities?
307. What date will the task finish?
308. How late can the activity finish?
309. Legislative effects?
310. When will the Marketing Mix Modeling project be complete?
311. Continuity, supply chain robustness?
312. Effects on core activities, distraction?
313. How difficult will it be to do specific activities on this Marketing Mix
Modeling project?
314. Loss of key staff?
315. Sustainable financial backing?
316. How will you get the word out to customers?
317. How will the milestone be verified?
318. Can you derive how soon can the whole Marketing Mix Modeling project
finish?
319. Obstacles faced?
320. How soon can the activity finish?
2.14 Network Diagram: Marketing Mix Modeling
321. What activities must occur simultaneously with this activity?
322. What is the lowest cost to complete this Marketing Mix Modeling project in
xx weeks?
323. Are the gantt chart and/or network diagram updated periodically and used
to assess the overall Marketing Mix Modeling project timetable?
324. Review the logical flow of the network diagram. Take a look at which
activities you have first and then sequence the activities. Do they make sense?
325. What job or jobs could run concurrently?
326. Planning: who, how long, what to do?
327. What must be completed before an activity can be started?
328. How difficult will it be to do specific activities on this Marketing Mix
Modeling project?
329. How confident can you be in your milestone dates and the delivery date?
330. What are the tools?
331. Are you on time?
332. If x is long, what would be the completion time if you break x into two
parallel parts of y weeks and z weeks?
333. Exercise: what is the probability that the Marketing Mix Modeling project
duration will exceed xx weeks?
334. If the Marketing Mix Modeling project network diagram cannot change and
you have extra personnel resources, what is the BEST thing to do?
335. What are the Key Success Factors?
336. What can be done concurrently?
337. Can you calculate the confidence level?
2.15 Activity Resource Requirements: Marketing Mix
Modeling
338. What is the Work Plan Standard?
339. Do you use tools like decomposition and rolling-wave planning to produce
the activity list and other outputs?
340. Why do you do that?
341. When does monitoring begin?
342. Other support in specific areas?
343. Are there unresolved issues that need to be addressed?
344. What are constraints that you might find during the Human Resource
Planning process?
345. Which logical relationship does the PDM use most often?
346. How do you handle petty cash?
347. Anything else?
348. Organizational Applicability?
349. How many signatures do you require on a check and does this match what
is in your policy and procedures?
2.16 Resource Breakdown Structure: Marketing Mix
Modeling
350. Goals for the Marketing Mix Modeling project. What is each stakeholders
desired outcome for the Marketing Mix Modeling project?
351. Who delivers the information?
352. What is the primary purpose of the human resource plan?
353. How difficult will it be to do specific activities on this Marketing Mix
Modeling project?
354. How can this help you with team building?
355. The list could probably go on, but, the thing that you would most like to
know is, How long & How much?
356. What defines a successful Marketing Mix Modeling project?
357. What is the purpose of assigning and documenting responsibility?
358. Why do you do it?
359. Who is allowed to perform which functions?
360. Why time management?
361. Why is this important?
362. Any changes from stakeholders?
363. What is the difference between % Complete and % work?
364. What are the requirements for resource data?
365. What can you do to improve productivity?
366. Which resources should be in the resource pool?
2.17 Activity Duration Estimates: Marketing Mix
Modeling
367. What are the main parts of a scope statement?
368. Is the work performed reviewed against contractual objectives?
369. How does a Marketing Mix Modeling project life cycle differ from a
product life cycle?
370. What are the main types of goods and services being outsourced?
371. Is the cost performance monitored to identify variances from the plan?
372. Based on , if you need to shorten the duration of the Marketing Mix
Modeling project, what activity would you try to shorten?
373. Who will be the main sponsor for it?
374. Is evaluation criteria defined to rate proposals?
375. How do theories relate to Marketing Mix Modeling project management?
376. What Marketing Mix Modeling project was the first to use modern
Marketing Mix Modeling project management?
377. (Cpi), and schedule performance index (spi) for the Marketing Mix
Modeling project?
378. What are crucial elements of successful Marketing Mix Modeling project
plan execution?
379. Which does one need in order to complete schedule development?
380. How can you use Microsoft Marketing Mix Modeling project and Excel to
assist in Marketing Mix Modeling project risk management?
381. After how many days will the lease cost be the same as the purchase cost
for the equipment?
382. Does a process exist to determine which risk events to accept and which
events to disregard?
383. Who will provide training for the new application?
384. Are performance reviews conducted regularly to assess the status of
Marketing Mix Modeling projects?
385. What are the main processes included in Marketing Mix Modeling project
quality management?
2.18 Duration Estimating Worksheet: Marketing Mix
Modeling
386. Done before proceeding with this activity or what can be done
concurrently?
387. Does the Marketing Mix Modeling project provide innovative ways for
stakeholders to overcome obstacles or deliver better outcomes?
388. Can the Marketing Mix Modeling project be constructed as planned?
389. What is an Average Marketing Mix Modeling project?
390. What utility impacts are there?
391. How should ongoing costs be monitored to try to keep the Marketing Mix
Modeling project within budget?
392. Is this operation cost effective?
393. What is next?
394. Why estimate time and cost?
395. How can the Marketing Mix Modeling project be displayed graphically to
better visualize the activities?
396. Define the work as completely as possible. What work will be included in
the Marketing Mix Modeling project?
397. What questions do you have?
398. When, then?
399. When does your organization expect to be able to complete it?
400. Do any colleagues have experience with your organization and/or RFPs?
401. Science = process: remember the scientific method?
2.19 Project Schedule: Marketing Mix Modeling
402. To what degree is do you feel the entire team was committed to the
Marketing Mix Modeling project schedule?
403. How do you manage Marketing Mix Modeling project Risk?
404. Activity charts and bar charts are graphical representations of a Marketing
Mix Modeling project schedule ...how do they differ?
405. How can you fix it?
406. Why is software Marketing Mix Modeling project disaster so common?
407. Are there activities that came from a template or previous Marketing Mix
Modeling project that are not applicable on this phase of this Marketing Mix
Modeling project?
408. Is the Marketing Mix Modeling project schedule available for all Marketing
Mix Modeling project team members to review?
409. Are activities connected because logic dictates the order in which others
occur?
410. Did the Marketing Mix Modeling project come in under budget?
411. What are you counting on?
412. Why do you need schedules?
413. What is Marketing Mix Modeling project management?
414. How detailed should a Marketing Mix Modeling project get?
415. Master Marketing Mix Modeling project schedule?
416. How can slack be negative?
417. Are all remaining durations correct?
418. Is the structure for tracking the Marketing Mix Modeling project schedule
well defined and assigned to a specific individual?
2.20 Cost Management Plan: Marketing Mix
Modeling
419. What is Marketing Mix Modeling project management?
420. Do Marketing Mix Modeling project teams & team members report on
status / activities / progress?
421. Is it a Marketing Mix Modeling project?
422. What would the life cycle costs be?
423. Forecasts – how will the cost to complete the Marketing Mix Modeling
project be forecast?
424. Have adequate resources been provided by management to ensure
Marketing Mix Modeling project success?
425. Are all payments made according to the contract(s)?
426. Eac -estimate at completion, what is the total job expected to cost?
427. Is pert / critical path or equivalent methodology being used?
428. Environmental management – what changes in statutory environmental
compliance requirements are anticipated during the Marketing Mix Modeling
project?
429. Is there a formal set of procedures supporting Issues Management?
430. Are any non-compliance issues that exist due to State practices
communicated to your organization?
431. Have the key elements of a coherent Marketing Mix Modeling project
management strategy been established?
432. Best practices implementation – How will change management be applied
to this Marketing Mix Modeling project?
433. Does all Marketing Mix Modeling project documentation reside in a
common repository for easy access?
434. Similar Marketing Mix Modeling projects?
435. Have process improvement efforts been completed before requirements
efforts begin?
436. Is Marketing Mix Modeling project work proceeding in accordance with the
original Marketing Mix Modeling project schedule?
2.21 Activity Cost Estimates: Marketing Mix
Modeling
437. Estimated cost?
438. What areas does the group agree are the biggest success on the Marketing
Mix Modeling project?
439. What were things that you did well, and could improve, and how?
440. How do you change activities?
441. Were escalated issues resolved promptly?
442. What were things that you did very well and want to do the same again on
the next Marketing Mix Modeling project?
443. Was it performed on time?
444. Specific - is the objective clear in terms of what, how, when, and where the
situation will be changed?
445. What is Marketing Mix Modeling project cost management?
446. Will you use any tools, such as Marketing Mix Modeling project
management software, to assist in capturing Earned Value metrics?
447. Are data needed on characteristics of care?
448. Is there anything unique in this Marketing Mix Modeling projects scope
statement that will affect resources?
449. When do you enter into PPM?
450. Did the consultant work with local staff to develop local capacity?
451. How and when do you enter into Marketing Mix Modeling project
Procurement Management?
452. Who determines the quality and expertise of contractors?
453. Would you hire them again?
454. Scope statement only direct or indirect costs as well?
455. How do you fund change orders?
2.22 Cost Estimating Worksheet: Marketing Mix
Modeling
456. Who is best positioned to know and assist in identifying corresponding
factors?
457. Can a trend be established from historical performance data on the selected
measure and are the criteria for using trend analysis or forecasting methods met?
458. How will the results be shared and to whom?
459. What is the purpose of estimating?
460. Is the Marketing Mix Modeling project responsive to community need?
461. What will others want?
462. What costs are to be estimated?
463. Does the Marketing Mix Modeling project provide innovative ways for
stakeholders to overcome obstacles or deliver better outcomes?
464. What can be included?
465. Identify the timeframe necessary to monitor progress and collect data to
determine how the selected measure has changed?
466. What info is needed?
467. What is the estimated labor cost today based upon this information?
468. Ask: are others positioned to know, are others credible, and will others
cooperate?
469. Is it feasible to establish a control group arrangement?
470. Will the Marketing Mix Modeling project collaborate with the local
community and leverage resources?
471. What additional Marketing Mix Modeling project(s) could be initiated as a
result of this Marketing Mix Modeling project?
472. What happens to any remaining funds not used?
473. Value pocket identification & quantification what are value pockets?
2.23 Cost Baseline: Marketing Mix Modeling
474. Have all approved changes to the cost baseline been identified and impact
on the Marketing Mix Modeling project documented?
475. At which frequency ?
476. Is the requested change request a result of changes in other Marketing Mix
Modeling project(s)?
477. What is the reality?
478. Have the resources used by the Marketing Mix Modeling project been
reassigned to other units or Marketing Mix Modeling projects?
479. How will cost estimates be used?
480. How fast?
481. What is the most important thing to do next to make your Marketing Mix
Modeling project successful?
482. Verify business objectives. Are others appropriate, and well-articulated?
483. What does a good WBS NOT look like?
484. Does the suggested change request seem to represent a necessary
enhancement to the product?
485. Is there anything you need from upper management in order to be
successful?
486. Escalation criteria met?
487. Have the lessons learned been filed with the Marketing Mix Modeling
project Management Office?
488. Where do changes come from?
489. How likely is it to go wrong?
490. What threats might prevent you from getting there?
491. How concrete were original objectives?
2.24 Quality Management Plan: Marketing Mix
Modeling
492. How do you decide what information needs to be recorded?
493. Are you meeting the quality standards?
494. How are changes recorded?
495. What are the established criteria that sampling / testing data are compared
against?
496. Do you periodically review your data quality system to see that it is up to
date and appropriate?
497. How do you check in-coming sample material?
498. How are calibration records kept?
499. Do you keep back-up copies of any data?
500. Does a prospective decision remain the same regardless of what the data
show is?
501. Are requirements management tracking tools and procedures in place?
502. Is there a Quality Management Plan?
503. How is staff trained on the recording of field notes?
504. Who is responsible for approving the qapp?
505. Who needs a qmp?
506. Is this process still needed?
507. Who gets results of work?
508. How is equipment calibrated?
509. How relevant is this attribute to this Marketing Mix Modeling project or
audit?
510. How do you decide who is responsible for signing the data reports?
2.25 Quality Metrics: Marketing Mix Modeling
511. What is the CMS Benchmark?
512. Are quality metrics defined?
513. Where is quality now?
514. Did the team meet the Marketing Mix Modeling project success criteria
documented in the Quality Metrics Matrix?
515. How are requirements conflicts resolved?
516. Do you know how much profit a 10% decrease in waste would generate?
517. Should a modifier be included?
518. There are many reasons to shore up quality-related metrics, and what
metrics are important?
519. How effective are your security tests?
520. What makes a visualization memorable?
521. What level of statistical confidence do you use?
522. Which data do others need in one place to target areas of improvement?
523. Are applicable standards referenced and available?
524. Are there already quality metrics available that detect nonlinear
embeddings and trends similar to the users perception?
525. What is the benchmark?
526. Is material complete (and does it meet the standards)?
527. What documentation is required?
528. Is quality culture a competitive advantage?
529. Was review conducted per standard protocols?
2.26 Process Improvement Plan: Marketing Mix
Modeling
530. Are you making progress on your improvement plan?
531. Are you making progress on the improvement framework?
532. Where do you want to be?
533. Management commitment at all levels?
534. Where are you now?
535. Does your process ensure quality?
536. If a process improvement framework is being used, which elements will
help the problems and goals listed?
537. Are you making progress on the goals?
538. What personnel are the champions for the initiative?
539. What personnel are the coaches for your initiative?
540. What lessons have you learned so far?
541. Everyone agrees on what process improvement is, right?
542. What actions are needed to address the problems and achieve the goals?
543. Purpose of goal: the motive is determined by asking, why do you want to
achieve this goal?
544. What personnel are the sponsors for that initiative?
545. What makes people good SPI coaches?
2.27 Responsibility Assignment Matrix: Marketing
Mix Modeling
546. Does the contractor use objective results, design reviews, and tests to trace
schedule?
547. Will too many Communicating responsibilities tangle the Marketing Mix
Modeling project in unnecessary communications?
548. Changes in the direct base to which overhead costs are allocated?
549. The total budget for the contract (including estimates for authorized and
unpriced work)?
550. The already stated responsible for the establishment of budgets and
assignment of resources for overhead performance?
551. Are work packages assigned to performing organizations?
552. Who is responsible for work and budgets for each wbs?
553. Marketing Mix Modeling projected economic escalation?
554. Availability – will the group or the person be available within the necessary
time interval?
555. Changes in the current direct and Marketing Mix Modeling projected base?
556. Is every signing-off responsibility and every communicating responsibility
critically necessary?
557. Are there any drawbacks to using a responsibility assignment matrix?
558. Are authorized changes being incorporated in a timely manner?
559. What simple tool can you use to help identify and prioritize Marketing Mix
Modeling project risks that is very low tech and high touch?
560. Identify potential or actual overruns and underruns?
561. What do you need to implement earned value management?
562. What cost control tool do many experts say is crucial to Marketing Mix
Modeling project management?
2.28 Roles and Responsibilities: Marketing Mix
Modeling
563. What expectations were met?
564. Accountabilities: what are the roles and responsibilities of individual team
members?
565. Was the expectation clearly communicated?
566. Are Marketing Mix Modeling project team roles and responsibilities
identified and documented?
567. Are your budgets supportive of a culture of quality data?
568. Be specific; avoid generalities. Thank you and great work alone are
insufficient. What exactly do you appreciate and why?
569. Where are you most strong as a supervisor?
570. Does your vision/mission support a culture of quality data?
571. What should you do now to prepare yourself for a promotion, increased
responsibilities or a different job?
572. Is feedback clearly communicated and non-judgmental?
573. Are governance roles and responsibilities documented?
574. Are your policies supportive of a culture of quality data?
575. What is working well within your organizations performance management
system?
576. Who is responsible for each task?
577. Once the responsibilities are defined for the Marketing Mix Modeling
project, have the deliverables, roles and responsibilities been clearly
communicated to every participant?
578. How is your work-life balance?
579. What areas would you highlight for changes or improvements?
580. What specific behaviors did you observe?
581. Required skills, knowledge, experience?
2.29 Human Resource Management Plan: Marketing
Mix Modeling
582. How well does your organization communicate?
583. Is it possible to track all classes of Marketing Mix Modeling project work
(e.g. scheduled, un-scheduled, defect repair, etc.)?
584. Cost / benefit analysis?
585. Who are the people that make up your organization and whom create the
success that your organization enjoys as a whole?
586. Alignment to strategic goals & objectives?
587. Is this Marketing Mix Modeling project carried out in partnership with
other groups/organizations?
588. Do all stakeholders know how to access this repository and where to find
the Marketing Mix Modeling project documentation?
589. Is a stakeholder management plan in place that covers topics?
590. Who is involved?
591. Has the budget been baselined?
592. Is quality monitored from the perspective of the customers needs and
expectations?
593. Are the payment terms being followed?
594. Have all involved Marketing Mix Modeling project stakeholders and work
groups committed to the Marketing Mix Modeling project?
595. Have all documents been archived in a Marketing Mix Modeling project
repository for each release?
596. Are changes in scope (deliverable commitments) agreed to by all affected
groups & individuals?
597. How to convince to employees that it is a necessary process?
2.30 Communications Management Plan: Marketing
Mix Modeling
598. How were corresponding initiatives successful?
599. Are you constantly rushing from meeting to meeting?
600. Where do team members get information?
601. How will the person responsible for executing the communication item be
notified?
602. Timing: when do the effects of the communication take place?
603. Who did you turn to if you had questions?
604. Who to learn from?
605. Which stakeholders can influence others?
606. Do you feel more overwhelmed by stakeholders?
607. Who is the stakeholder?
608. Can you think of other people who might have concerns or interests?
609. Do you have members of your team responsible for certain stakeholders?
610. Do you then often overlook a key stakeholder or stakeholder group?
611. Who will use or be affected by the result of a Marketing Mix Modeling
project?
612. What is the stakeholders level of authority?
613. What is the political influence?
614. Are there too many who have an interest in some aspect of your work?
615. Who is responsible?
616. In your work, how much time is spent on stakeholder identification?
2.31 Risk Management Plan: Marketing Mix
Modeling
617. Is the customer willing to establish rapid communication links with the
developer?
618. Which is an input to the risk management process?
619. Is there additional information that would make you more confident about
your analysis?
620. How is risk identification performed?
621. Are end-users enthusiastically committed to the Marketing Mix Modeling
project and the system/product to be built?
622. What are the cost, schedule and resource impacts of avoiding the risk?
623. Do you manage the process through use of metrics?
624. Do requirements put excessive performance constraints on the product?
625. Technology risk: is the Marketing Mix Modeling project technically
feasible?
626. Who/what can assist?
627. Market risk -will the new service or product be useful to your organization
or marketable to others?
628. How much risk can you tolerate?
629. What will the damage be?
630. Is the customer technically sophisticated in the product area?
631. Can you stabilize dynamic risk factors?
632. Are flexibility and reuse paramount?
633. How is risk monitoring performed?
634. Is the process being followed?
635. What risks are tracked?
636. What is the likelihood that your organization would accept responsibility
for the risk?
2.32 Risk Register: Marketing Mix Modeling
637. Are your objectives at risk?
638. What are the main aims, objectives of the policy, strategy, or service and the
intended outcomes?
639. Assume the event happens, what is the Most Likely impact?
640. Methodology: how will risk management be performed on this Marketing
Mix Modeling project?
641. What is the reason for current performance gaps and do the risks and
opportunities identified previously account for this?
642. Can the likelihood and impact of failing to achieve corresponding
recommendations and action plans be assessed?
643. Technology risk -is the Marketing Mix Modeling project technically
feasible?
644. Does the evidence highlight any areas to advance opportunities or foster
good relations. If yes what steps will be taken?
645. What should you do now?
646. Contingency actions - planned actions to reduce the immediate seriousness
of the risk when it does occur. What should you do when?
647. What further options might be available for responding to the risk?
648. Which key risks have ineffective responses or outstanding improvement
actions?
649. What could prevent you delivering on the strategic program objectives and
what is being done to mitigate corresponding issues?
650. What are the assumptions and current status that support the assessment of
the risk?
651. When will it happen?
652. What is the probability and impact of the risk occurring?
653. Schedule impact/severity estimated range (workdays) assume the event
happens, what is the potential impact?
654. How is a Community Risk Register created?
655. What evidence do you have to justify the likelihood score of the risk (audit,
incident report, claim, complaints, inspection, internal review)?
2.33 Probability and Impact Assessment: Marketing
Mix Modeling
656. My Marketing Mix Modeling project leader has suddenly left your
organization, what do you do?
657. Are the risk data complete?
658. Who has experience with this?
659. Sensitivity analysis -which risks will have the most impact on the
Marketing Mix Modeling project?
660. What is the past performance of the Marketing Mix Modeling project
manager?
661. What are the chances the event will occur?
662. Risks should be identified during which phase of Marketing Mix Modeling
project management life cycle?
663. Supply/demand Marketing Mix Modeling projections and trends; what are
the levels of accuracy?
664. What should be the gestation period for the Marketing Mix Modeling
project with specific technology?
665. What is the level of experience available with your organization?
666. How completely has the customer been identified?
667. Do benefits and chances of success outweigh potential damage if success is
not attained?
668. Which of your Marketing Mix Modeling projects should be selected when
compared with other Marketing Mix Modeling projects?
669. Are formal technical reviews part of this process?
670. Monitoring of the overall Marketing Mix Modeling project status – are
there any changes in the Marketing Mix Modeling project that can effect and
cause new possible risks?
671. Are end-users enthusiastically committed to the Marketing Mix Modeling
project and the system/product to be built?
2.34 Probability and Impact Matrix: Marketing Mix
Modeling
672. Are the risk data timely and relevant?
673. Have top software and customer managers formally committed to support
the Marketing Mix Modeling project?
674. What is the risk appetite?
675. What is the level of commitment and professionalism?
676. How likely is the current plan to come in on schedule or on budget?
677. Do the people have the right combinations of skills?
678. Are some people working on multiple Marketing Mix Modeling projects?
679. Are you working on the right risks?
680. What can go wrong?
681. What will be the impact or consequence if the risk occurs?
682. Economic to take on the Marketing Mix Modeling project?
683. Who are the owners?
684. How will economic events and trends likely affect the Marketing Mix
Modeling project?
685. Which phase of the Marketing Mix Modeling project do you take part in?
686. What are the methods to deal with risks?
687. Mandated specific features?
688. Were there any Marketing Mix Modeling projects similar to this one in
existence?
689. How is the Marketing Mix Modeling project going to be managed?
690. How do you define a risk?
2.35 Risk Data Sheet: Marketing Mix Modeling
691. What actions can be taken to eliminate or remove risk?
692. How reliable is the data source?
693. How can it happen?
694. What are the main threats to your existence?
695. Is the data sufficiently specified in terms of the type of failure being
analyzed, and its frequency or probability?
696. What do you know?
697. What will be the consequences if the risk happens?
698. What will be the consequences if it happens?
699. What do people affected think about the need for, and practicality of
preventive measures?
700. During work activities could hazards exist?
701. Who has a vested interest in how you perform as your organization (our
stakeholders)?
702. What are your core values?
703. Has the most cost-effective solution been chosen?
704. What can you do?
705. Potential for recurrence?
706. Type of risk identified?
707. What were the Causes that contributed?
708. Has a sensitivity analysis been carried out?
709. What are you weak at and therefore need to do better?
710. How do you handle product safely?
2.36 Procurement Management Plan: Marketing Mix
Modeling
711. Are change requests logged and managed?
712. Do Marketing Mix Modeling project managers participating in the
Marketing Mix Modeling project know the Marketing Mix Modeling projects
true status first hand?
713. Are vendor contract reports, reviews and visits conducted periodically?
714. Are milestone deliverables effectively tracked and compared to Marketing
Mix Modeling project plan?
715. Is there a formal process for updating the Marketing Mix Modeling project
baseline?
716. Have adequate resources been provided by management to ensure
Marketing Mix Modeling project success?
717. Does the Marketing Mix Modeling project have a Statement of Work?
718. Has a quality assurance plan been developed for the Marketing Mix
Modeling project?
719. Is there an on-going process in place to monitor Marketing Mix Modeling
project risks?
720. Have key stakeholders been identified?
721. Are the quality tools and methods identified in the Quality Plan appropriate
to the Marketing Mix Modeling project?
722. How will you coordinate Procurement with aspects of the Marketing Mix
Modeling project?
723. Has the schedule been baselined?
724. Have stakeholder accountabilities & responsibilities been clearly defined?
725. How will multiple providers be managed?
726. Were Marketing Mix Modeling project team members involved in the
development of activity & task decomposition?
727. Does the Marketing Mix Modeling project team have the right skills?
728. Have all unresolved risks been documented?
729. Is there an issues management plan in place?
2.37 Source Selection Criteria: Marketing Mix
Modeling
730. How do you consolidate reviews and analysis of evaluators?
731. What management structure does your organization consider as optimal for
performing the contract?
732. Comparison of each offers prices to the estimated prices -are there
significant differences?
733. What should a DRFP include?
734. Can you prevent comparison of proposals?
735. What documentation should be used to support the selection decision?
736. When is it appropriate to issue a DRFP?
737. If the costs are normalized, please account for how the normalization is
conducted. Is a cost realism analysis used?
738. With the rapid changes in information technology, will media be readable in
five or ten years?
739. Are responses to considerations adequate?
740. Does your documentation identify why the team concurs or differs with
reported performance from past performance report (CPARs, questionnaire
responses, etc.)?
741. When and what information can be considered with offerors regarding past
performance?
742. Who is entitled to a debriefing?
743. Are types/quantities of material, facilities appropriate?
744. When is it appropriate to conduct a preproposal conference?
745. What should be considered?
746. Are there any common areas of weaknesses or deficiencies in the proposals
in the competitive range?
747. What aspects should the contracting officer brief the Marketing Mix
Modeling project on prior to evaluation of proposals?
748. Does the evaluation of any change include an impact analysis; how will the
change affect the scope, time, cost, and quality of the goods or services being
provided?
749. What information may not be provided?
2.38 Stakeholder Management Plan: Marketing Mix
Modeling
750. Do you use diagrams and tables to account for complex concepts and
increase overall readability?
751. Are there unnecessary steps that are creating bottlenecks and/or causing
people to wait?
752. Has a capability assessment been conducted?
753. Is Marketing Mix Modeling project status reviewed with the steering and
executive teams at appropriate intervals?
754. Are post milestone Marketing Mix Modeling project reviews (PMPR)
conducted with your organization at least once a year?
755. Is a stakeholder management plan in place?
756. Describe the process that will be used to design, develop, review, accept,
distribute and change outputs. Will all outputs delivered by the Marketing Mix
Modeling project follow the same process?
757. Are Marketing Mix Modeling project team members committed fulltime?
758. Where to get additional help?
759. Does the Marketing Mix Modeling project have a Statement of Work?
760. Are decisions captured in a decisions log?
761. Are all vendor contracts closed out?
762. What preventative action can be taken to reduce the likelihood a risk will be
realised?
763. Has a structured approach been used to break work effort into manageable
components (WBS)?
764. What information should be collected?
765. How is information analyzed, and what specific pieces of data would be of
interest to the Marketing Mix Modeling project manager?
766. Are formal code reviews conducted?
767. Who will be responsible for managing and maintaining the Issues Register?
2.39 Change Management Plan: Marketing Mix
Modeling
768. When does it make sense to customize?
769. What are the major changes to processes?
770. Who will do the training?
771. Is there an adequate supply of people for the new roles?
772. What prerequisite knowledge or training is required?
773. Who is responsible for which tasks?
774. What are you trying to achieve as a result of communication?
775. Do you need a new organizational structure?
776. What does a resilient organization look like?
777. Clearly articulate the overall business benefits of the Marketing Mix
Modeling project -why are you doing this now?
778. How will you deal with anger about the restricting of communications due
to confidentiality considerations?
779. Who in the business it includes?
780. Different application of an existing process?
781. Has the training provider been established?
782. What risks may occur upfront?
783. What processes are in place to manage knowledge about the Marketing Mix
Modeling project?
784. What is the most cynical response it can receive?
785. Has this been negotiated with the customer and sponsor?
786. How do you know the requirements you documented are the right ones?
787. Who might present the most resistance?
3.0 Executing Process Group: Marketing Mix
Modeling
788. Will additional funds be needed for hardware or software?
789. How well did the chosen processes fit the needs of the Marketing Mix
Modeling project?
790. How do you enter durations, link tasks, and view critical path information?
791. What are the typical Marketing Mix Modeling project management skills?
792. How can your organization use a weighted decision matrix to evaluate
proposals as part of source selection?
793. Does the Marketing Mix Modeling project team have enough people to
execute the Marketing Mix Modeling project plan?
794. How will you avoid scope creep?
795. What are the critical steps involved in selecting measures and initiatives?
796. Will new hardware or software be required for servers or client machines?
797. Contingency planning. if a risk event occurs, what will you do?
798. What are the Marketing Mix Modeling project management deliverables of
each process group?
799. What is in place for ensuring adequate change control on Marketing Mix
Modeling projects that involve outside contracts?
800. Do Marketing Mix Modeling project managers understand your
organizational context for Marketing Mix Modeling projects?
801. What are the main types of contracts if you do decide to outsource?
802. Do the partners have sufficient financial capacity to keep up the benefits
produced by the programme?
803. Does the case present a realistic scenario?
804. What are deliverables of your Marketing Mix Modeling project?
805. How will professionals learn what is expected from them what the
deliverables are?
806. What are the key components of the Marketing Mix Modeling project
communications plan?
3.1 Team Member Status Report: Marketing Mix
Modeling
807. Are your organizations Marketing Mix Modeling projects more successful
over time?
808. How can you make it practical?
809. Are the products of your organizations Marketing Mix Modeling projects
meeting customers objectives?
810. Why is it to be done?
811. Does the product, good, or service already exist within your organization?
812. What is to be done?
813. Is there evidence that staff is taking a more professional approach toward
management of your organizations Marketing Mix Modeling projects?
814. Are the attitudes of staff regarding Marketing Mix Modeling project work
improving?
815. What specific interest groups do you have in place?
816. Will the staff do training or is that done by a third party?
817. How does this product, good, or service meet the needs of the Marketing
Mix Modeling project and your organization as a whole?
818. How much risk is involved?
819. The problem with Reward & Recognition Programs is that the truly
deserving people all too often get left out. How can you make it practical?
820. Does every department have to have a Marketing Mix Modeling project
Manager on staff?
821. How it is to be done?
822. When a teams productivity and success depend on collaboration and the
efficient flow of information, what generally fails them?
823. How will resource planning be done?
824. Do you have an Enterprise Marketing Mix Modeling project Management
Office (EPMO)?
825. Does your organization have the means (staff, money, contract, etc.) to
produce or to acquire the product, good, or service?
3.2 Change Request: Marketing Mix Modeling
826. How are changes requested (forms, method of communication)?
827. How shall the implementation of changes be recorded?
828. Who is included in the change control team?
829. What type of changes does change control take into account?
830. How fast will change requests be approved?
831. What are the duties of the change control team?
832. How does your organization control changes before and after software is
released to a customer?
833. What has an inspector to inspect and to check?
834. Describe how modifications, enhancements, defects and/or deficiencies
shall be notified (e.g. Problem Reports, Change Requests etc) and managed.
Detail warranty and/or maintenance periods?
835. Are there requirements attributes that are strongly related to the complexity
and size?
836. Screen shots or attachments included in a Change Request?
837. Will all change requests and current status be logged?
838. Has your address changed?
839. What is the relationship between requirements attributes and attributes like
complexity and size?
840. Will new change requests be acknowledged in a timely manner?
841. How well do experienced software developers predict software change?
842. Who has responsibility for approving and ranking changes?
843. Are there requirements attributes that can discriminate between high and
low reliability?
844. Have scm procedures for noting the change, recording it, and reporting it
been followed?
3.3 Change Log: Marketing Mix Modeling
845. Is the submitted change a new change or a modification of a previously
approved change?
846. Do the described changes impact on the integrity or security of the system?
847. How does this change affect scope?
848. Should a more thorough impact analysis be conducted?
849. Is the change request within Marketing Mix Modeling project scope?
850. Will the Marketing Mix Modeling project fail if the change request is not
executed?
851. Is this a mandatory replacement?
852. How does this relate to the standards developed for specific business
processes?
853. Does the suggested change request represent a desired enhancement to the
products functionality?
854. Who initiated the change request?
855. Is the requested change request a result of changes in other Marketing Mix
Modeling project(s)?
856. When was the request submitted?
857. How does this change affect the timeline of the schedule?
858. Is the change backward compatible without limitations?
859. When was the request approved?
860. Is the change request open, closed or pending?
3.4 Decision Log: Marketing Mix Modeling
861. Do strategies and tactics aimed at less than full control reduce the costs of
management or simply shift the cost burden?
862. It becomes critical to track and periodically revisit both operational
effectiveness; Are you noticing all that you need to, and are you interpreting
what you see effectively?
863. Is everything working as expected?
864. What makes you different or better than others companies selling the same
thing?
865. What are the cost implications?
866. What is the average size of your matters in an applicable measurement?
867. How effective is maintaining the log at facilitating organizational learning?
868. How do you define success?
869. How do you know when you are achieving it?
870. Does anything need to be adjusted?
871. Linked to original objective?
872. Which variables make a critical difference?
873. Who will be given a copy of this document and where will it be kept?
874. What was the rationale for the decision?
875. Meeting purpose; why does this team meet?
876. What is the line where eDiscovery ends and document review begins?
877. What alternatives/risks were considered?
878. Is your opponent open to a non-traditional workflow, or will it likely
challenge anything you do?
879. What is your overall strategy for quality control / quality assurance
procedures?
880. With whom was the decision shared or considered?
3.5 Quality Audit: Marketing Mix Modeling
881. How does your organization know that it is effectively and constructively
guiding staff through to timely completion of tasks?
882. Is your organizational structure a help or a hindrance to deployment?
883. What data about organizational performance is routinely collected and
reported?
884. How does your organization know that the review processes are effective?
885. Are the policies and processes, as set out in the Quality Audit Manual,
properly applied?
886. How does your organization know that its management system is
appropriately effective and constructive?
887. How do you know what, specifically, is required of you in your work?
888. How does your organization know that its teaching activities (and staff
learning) are effectively and constructively enhanced by its activities?
889. How does your organization know that its promotions system is
appropriately effective, constructive and fair?
890. How does your organization know that its staff support services planning
and management systems are appropriately effective and constructive?
891. How does your organization know that its systems for communicating with
and among staff are appropriately effective and constructive?
892. How do you indicate the extent to which your personnel would be expected
to contribute to the work effort?
893. Are the intentions consistent with external obligations ( such as applicable
laws)?
894. Are all employees made aware of device defects which may occur from the
improper performance of specific jobs?
895. How does your organization know that its staff placements are
appropriately effective and constructive in relation to program-related learning
outcomes?
896. How does your organization know that its staff entrance standards are
appropriately effective and constructive and being implemented consistently?
897. Are complaint files maintained?
898. Are people allowed to contribute ideas?
899. Are all records associated with the reconditioning of a device maintained
for a minimum of two years after the sale or disposal of the last device within a
lot of merchandise?
900. Are all employees including salespersons made aware that they must report
all complaints received from any source for inclusion in the complaint handling
system?
3.6 Team Directory: Marketing Mix Modeling
901. Who are your stakeholders (customers, sponsors, end users, team
members)?
902. Who are the Team Members?
903. Where will the product be used and/or delivered or built when appropriate?
904. How does the team resolve conflicts and ensure tasks are completed?
905. Have you decided when to celebrate the Marketing Mix Modeling projects
completion date?
906. Who will report Marketing Mix Modeling project status to all stakeholders?
907. Process decisions: are there any statutory or regulatory issues relevant to
the timely execution of work?
908. Who should receive information (all stakeholders)?
909. Decisions: what could be done better to improve the quality of the
constructed product?
910. Is construction on schedule?
911. What are you going to deliver or accomplish?
912. Does a Marketing Mix Modeling project team directory list all resources
assigned to the Marketing Mix Modeling project?
913. Process decisions: how well was task order work performed?
914. How do unidentified risks impact the outcome of the Marketing Mix
Modeling project?
915. Do purchase specifications and configurations match requirements?
916. Where should the information be distributed?
917. Process decisions: which organizational elements and which individuals
will be assigned management functions?
918. Decisions: is the most suitable form of contract being used?
3.7 Team Operating Agreement: Marketing Mix
Modeling
919. Do you record meetings for the already stated unable to attend?
920. Do team members reside in more than two countries?
921. Seconds for members to respond?
922. Do you ask participants to close laptops and place mobile devices on silent
on the table while the meeting is in progress?
923. Do you call or email participants to ensure understanding, follow-through
and commitment to the meeting outcomes?
924. Communication protocols: how will the team communicate?
925. What individual strengths does each team member bring to the group?
926. What are the safety issues/risks that need to be addressed and/or that the
team needs to consider?
927. What is your unique contribution to your organization?
928. Is compensation based on team and individual performance?
929. Does your team need access to all documents and information at all times?
930. What is group supervision?
931. Are leadership responsibilities shared among team members (versus a
single leader)?
932. What is teaming?
933. To whom do you deliver your services?
934. Do you solicit member feedback about meetings and what would make
them better?
935. Did you prepare participants for the next meeting?
936. What are the boundaries (organizational or geographic) within which you
operate?
937. Do you upload presentation materials in advance and test the technology?
938. What are the current caseload numbers in the unit?
3.8 Team Performance Assessment: Marketing Mix
Modeling
939. To what degree are fresh input and perspectives systematically caught and
added (for example, through information and analysis, new members, and senior
sponsors)?
940. Do you promptly inform members about major developments that may
affect them?
941. What do you think is the most constructive thing that could be done now to
resolve considerations and disputes about method variance?
942. When a reviewer complains about method variance, what is the essence of
the complaint?
943. To what degree do team members agree with the goals, relative importance,
and the ways in which achievement will be measured?
944. How do you recognize and praise members for contributions?
945. Can team performance be reliably measured in simulator and live exercises
using the same assessment tool?
946. Where to from here?
947. To what degree can team members frequently and easily communicate with
one another?
948. To what degree do team members frequently explore the teams purpose and
its implications?
949. To what degree will team members, individually and collectively, commit
time to help themselves and others learn and develop skills?
950. To what degree are the teams goals and objectives clear, simple, and
measurable?
951. Individual task proficiency and team process behavior: what is important
for team functioning?
952. To what degree are the goals ambitious?
953. To what degree does the teams purpose constitute a broader, deeper
aspiration than just accomplishing short-term goals?
954. How much interpersonal friction is there in your team?
955. To what degree are the members clear on what they are individually
responsible for and what they are jointly responsible for?
956. Is there a particular method of data analysis that you would recommend as a
means of demonstrating that method variance is not of great concern for a given
dataset?
957. What are teams?
958. To what degree can the team ensure that all members are individually and
jointly accountable for the teams purpose, goals, approach, and work-products?
3.9 Team Member Performance Assessment:
Marketing Mix Modeling
959. What is needed for effective data teams?
960. What changes do you need to make to align practices with beliefs?
961. To what degree do team members articulate the teams work approach?
962. Does adaptive training work?
963. Does the rater (supervisor) have to wait for the interim or final performance
assessment review to tell an employee that the employees performance is
unsatisfactory?
964. What specific plans do you have for developing effective cross-platform
assessments in a blended learning environment?
965. Are the draft goals SMART ?
966. How was the determination made for which training platforms would be
used (i.e., media selection)?
967. How will they be formed?
968. What, if any, steps are available for employees who feel they have been
unfairly or inaccurately rated?
969. How often are assessments to be conducted?
970. How do you determine which data are the most important to use, analyze,
or review?
971. What is the large, desired outcome?
972. What evaluation results do you have?
973. What evaluation results did you have?
974. Goals met?
975. To what degree can all members engage in open and interactive
considerations?
976. What is the Business Management Oversight Process?
977. What are acceptable governance changes?
978. How do you make use of research?
3.10 Issue Log: Marketing Mix Modeling
979. What is the impact on the risks?
980. What is the status of the issue?
981. What does the stakeholder need from the team?
982. What are the stakeholders interrelationships?
983. Why do you manage communications?
984. Do you often overlook a key stakeholder or stakeholder group?
985. Why multiple evaluators?
986. In classifying stakeholders, which approach to do so are you using?
987. What help do you and your team need from the stakeholders?
988. What is a change?
989. What steps can you take for positive relationships?
990. Is the issue log kept in a safe place?
991. Is access to the Issue Log controlled?
992. Are they needed?
993. What approaches to you feel are the best ones to use?
4.0 Monitoring and Controlling Process Group:
Marketing Mix Modeling
994. Did the Marketing Mix Modeling project team have enough people to
execute the Marketing Mix Modeling project plan?
995. What factors are contributing to progress or delay in the achievement of
products and results?
996. Who needs to be involved in the planning?
997. Is there sufficient time allotted between the general system design and the
detailed system design phases?
998. How are you doing?
999. How was the program set-up initiated?
1000. Is there sufficient funding available for this?
1001. What are the deliverables?
1002. Where is the Risk in the Marketing Mix Modeling project?
1003. In what way has the program come up with innovative measures for
problem-solving?
1004. How well did you do?
1005. How well did the team follow the chosen processes?
1006. How well defined and documented were the Marketing Mix Modeling
project management processes you chose to use?
1007. Did the Marketing Mix Modeling project team have the right skills?
1008. If a risk event occurs, what will you do?
1009. Are the necessary foundations in place to ensure the sustainability of the
results of the programme?
1010. Are there areas that need improvement?
1011. Based on your Marketing Mix Modeling project communication
management plan, what worked well?
1012. Key stakeholders to work with. How many potential communications
channels exist on the Marketing Mix Modeling project?
4.1 Project Performance Report: Marketing Mix
Modeling
1013. To what degree do the structures of the formal organization motivate
taskrelevant behavior and facilitate task completion?
1014. To what degree do team members feel that the purpose of the team is
important, if not exciting?
1015. To what degree does the funding match the requirement?
1016. To what degree does the formal organization make use of individual
resources and meet individual needs?
1017. To what degree does the information network provide individuals with the
information they require?
1018. To what degree does the team possess adequate membership to achieve its
ends?
1019. To what degree does the teams work approach provide opportunity for
members to engage in fact-based problem solving?
1020. To what degree will the team adopt a concrete, clearly understood, and
agreed-upon approach that will result in achievement of the teams goals?
1021. To what degree can team members meet frequently enough to accomplish
the teams ends?
1022. Next Steps?
1023. To what degree are the tasks requirements reflected in the flow and storage
of information?
1024. To what degree can the cognitive capacity of individuals accommodate the
flow of information?
1025. To what degree does the information network communicate information
relevant to the task?
1026. What is the degree to which rules govern information exchange between
groups?
1027. What is the PRS?
4.2 Variance Analysis: Marketing Mix Modeling
1028. How do you identify and isolate causes of favorable and unfavorable cost
and schedule variances?
1029. Are there changes in the overhead pool and/or organization structures?
1030. Are estimates of costs at completion generated in a rational, consistent
manner?
1031. Are your organizations and items of cost assigned to each pool identified?
1032. Are control accounts opened and closed based on the start and completion
of work contained therein?
1033. Can the relationship with problem customers be restructured so that there
is a win-win situation?
1034. Did a new competitor enter the market?
1035. What is the expected future profitability of each customer?
1036. Why are standard cost systems used?
1037. Are records maintained to show how undistributed budgets are controlled?
1038. Does the accounting system provide a basis for auditing records of direct
costs chargeable to the contract?
1039. How does the monthly budget compare to the actual experience?
1040. How do you evaluate the impact of schedule changes, work around, et?
1041. Wbs elements contractually specified for reporting of status to your
organization (lowest level only)?
1042. Are detailed work packages planned as far in advance as practicable?
1043. What types of services and expense are shared between business
segments?
1044. What is the performance to date and material commitment?
1045. Is work properly classified as measured effort, LOE, or apportioned effort
and appropriately separated?
4.3 Earned Value Status: Marketing Mix Modeling
1046. When is it going to finish?
1047. Verification is a process of ensuring that the developed system satisfies the
stakeholders agreements and specifications; Are you building the product right?
What do you verify?
1048. If earned value management (EVM) is so good in determining the true
status of a Marketing Mix Modeling project and Marketing Mix Modeling
project its completion, why is it that hardly any one uses it in information
systems related Marketing Mix Modeling projects?
1049. Validation is a process of ensuring that the developed system will actually
achieve the stakeholders desired outcomes; Are you building the right product?
What do you validate?
1050. How does this compare with other Marketing Mix Modeling projects?
1051. How much is it going to cost by the finish?
1052. Earned value can be used in almost any Marketing Mix Modeling project
situation and in almost any Marketing Mix Modeling project environment. it
may be used on large Marketing Mix Modeling projects, medium sized
Marketing Mix Modeling projects, tiny Marketing Mix Modeling projects (in
cut-down form), complex and simple Marketing Mix Modeling projects and in
any market sector. some people, of course, know all about earned value, they
have used it for years - but perhaps not as effectively as they could have?
1053. Are you hitting your Marketing Mix Modeling projects targets?
1054. Where is evidence-based earned value in your organization reported?
1055. What is the unit of forecast value?
1056. Where are your problem areas?
4.4 Risk Audit: Marketing Mix Modeling
1057. Are you willing to seek legal advice when required?
1058. Are tool mentors available?
1059. Do you ensure the recommended rules of play and protocols are followed
for your activity?
1060. Have all possible risks/hazards been identified (including injury to staff,
damage to equipment, impact on others in the community)?
1061. Does your organization have or has considered the need for insurance
covers: public liability, professional indemnity and directors and officers
liability?
1062. If applicable; does the software interface with new or unproven hardware
or unproven vendor products?
1063. Extending the consideration on the halo effect, to what extent are auditors
able to build skepticism in evidence review?
1064. Does willful intent modify risk-based auditing?
1065. Is there a screening process that will ensure all participants have the
fitness and skills required to safely participate?
1066. Have risks been considered with an insurance broker or provider and
suitable insurance cover been arranged?
1067. Does your organization have a social media policy and procedure?
1068. The halo effect in business risk audits: can strategic risk assessment bias
auditor judgment about accounting details?
1069. If applicable; are compilers and code generators available and suitable for
the product to be built?
1070. Are auditors able to effectively apply more soft evidence found in the riskassessment process with the results of more tangible audit evidence found
through more substantive testing?
1071. Do you record and file all audits?
1072. Does your organization have a process for meeting its ongoing taxation
obligations?
1073. Should additional substantive testing be conducted because of the risk
audit results?
1074. How effective are your risk controls?
1075. Whence the business risk audit?
1076. Do industry specialists and business risk auditors enhance audit reporting
accuracy?
4.5 Contractor Status Report: Marketing Mix
Modeling
1077. How long have you been using the services?
1078. What process manages the contracts?
1079. What was the budget or estimated cost for your organizations services?
1080. What is the average response time for answering a support call?
1081. If applicable; describe your standard schedule for new software version
releases. Are new software version releases included in the standard
maintenance plan?
1082. Describe how often regular updates are made to the proposed solution. Are
corresponding regular updates included in the standard maintenance plan?
1083. What are the minimum and optimal bandwidth requirements for the
proposed solution?
1084. Are there contractual transfer concerns?
1085. What was the final actual cost?
1086. How is risk transferred?
1087. What was the overall budget or estimated cost?
1088. What was the actual budget or estimated cost for your organizations
services?
1089. Who can list a Marketing Mix Modeling project as organization
experience, your organization or a previous employee of your organization?
4.6 Formal Acceptance: Marketing Mix Modeling
1090. How well did the team follow the methodology?
1091. Have all comments been addressed?
1092. What is the Acceptance Management Process?
1093. What was done right?
1094. Who supplies data?
1095. Was the sponsor/customer satisfied?
1096. Was the Marketing Mix Modeling project work done on time, within
budget, and according to specification?
1097. Was the client satisfied with the Marketing Mix Modeling project results?
1098. Did the Marketing Mix Modeling project achieve its MOV?
1099. What are the requirements against which to test, Who will execute?
1100. Was business value realized?
1101. How does your team plan to obtain formal acceptance on your Marketing
Mix Modeling project?
1102. Was the Marketing Mix Modeling project goal achieved?
1103. Who would use it?
1104. Do you perform formal acceptance or burn-in tests?
1105. Do you buy pre-configured systems or build your own configuration?
1106. What function(s) does it fill or meet?
1107. General estimate of the costs and times to complete the Marketing Mix
Modeling project?
1108. Was the Marketing Mix Modeling project managed well?
1109. Is formal acceptance of the Marketing Mix Modeling project product
documented and distributed?
5.0 Closing Process Group: Marketing Mix Modeling
1110. What could have been improved?
1111. Mitigate. what will you do to minimize the impact should a risk event
occur?
1112. Is the Marketing Mix Modeling project funded?
1113. Is this a follow-on to a previous Marketing Mix Modeling project?
1114. How will you do it?
1115. What could be done to improve the process?
1116. Just how important is your work to the overall success of the Marketing
Mix Modeling project?
1117. What is the amount of funding and what Marketing Mix Modeling project
phases are funded?
1118. What were the actual outcomes?
1119. How well defined and documented were the Marketing Mix Modeling
project management processes you chose to use?
1120. What were things that you need to improve?
1121. What were the desired outcomes?
1122. Did the Marketing Mix Modeling project team have the right skills?
1123. What do you need to do?
1124. How well did the chosen processes fit the needs of the Marketing Mix
Modeling project?
1125. Is there a clear cause and effect between the activity and the lesson
learned?
1126. Did the delivered product meet the specified requirements and goals of the
Marketing Mix Modeling project?
5.1 Procurement Audit: Marketing Mix Modeling
1127. Months to reflect any changes in policy?
1128. Has your organization procedures in place to monitor the input of experts
employed to assist the procurement function?
1129. Which contracts have been awarded for works, supply of products or
provision of services?
1130. Must the receipt of goods be approved prior to payment?
1131. Are required quality and service standards set?
1132. Have late payment interests been rewarded and could they have been
avoided?
1133. Is there a procedure to summarize bids and select a vendor?
1134. How is the evaluation of contract performance organized?
1135. Are there procedures for trade-in arrangements?
1136. Are proper authorization and approval required prior to payment?
1137. Were no tenders presented after the time limit accepted?
1138. Did additional works amount to no more than 50% of the initial contract?
1139. Has it been determined which areas of procurement the audit should
cover?
1140. Is a risk evaluation performed?
1141. Is it on a regular basis examined whether it is possible to enter into public
private partnerships with private suppliers?
1142. Are outsourcing and Public Private Partnerships considered as alternatives
to in-house work?
1143. Is there a policy covering the relationship of other departments with
vendors?
1144. Do procurement staff, supplier and end user communicate properly?
1145. Were the tender documents comprehensive, transparent and free from
restrictions or conditions which would discriminate against certain suppliers?
1146. Do contracts contain regular reviews, targets and quality standards in order
to assess suppliers performance?
5.2 Contract Close-Out: Marketing Mix Modeling
1147. Change in circumstances?
1148. Was the contract sufficiently clear so as not to result in numerous disputes
and misunderstandings?
1149. How is the contracting office notified of the automatic contract close-out?
1150. Have all contract records been included in the Marketing Mix Modeling
project archives?
1151. Have all contracts been closed?
1152. Was the contract complete without requiring numerous changes and
revisions?
1153. Parties: who is involved?
1154. How does it work?
1155. Have all contracts been completed?
1156. Change in knowledge?
1157. Was the contract type appropriate?
1158. Are the signers the authorized officials?
1159. Change in attitude or behavior?
1160. Parties: Authorized?
1161. Have all acceptance criteria been met prior to final payment to
contractors?
1162. Has each contract been audited to verify acceptance and delivery?
1163. What is capture management?
1164. What happens to the recipient of services?
1165. How/when used ?
5.3 Project or Phase Close-Out: Marketing Mix
Modeling
1166. Were the outcomes different from the already stated planned?
1167. What benefits or impacts does the stakeholder group expect to obtain as a
result of the Marketing Mix Modeling project?
1168. What hierarchical authority does the stakeholder have in your
organization?
1169. Can the lesson learned be replicated?
1170. Who controlled key decisions that were made?
1171. Is the lesson significant, valid, and applicable?
1172. Who is responsible for award close-out?
1173. If you were the Marketing Mix Modeling project sponsor, how would you
determine which Marketing Mix Modeling project team(s) and/or individuals
deserve recognition?
1174. Have business partners been involved extensively, and what data was
required for them?
1175. Does the lesson educate others to improve performance?
1176. In preparing the Lessons Learned report, should it reflect a consensus
viewpoint, or should the report reflect the different individual viewpoints?
1177. What is this stakeholder expecting?
1178. Planned completion date?
1179. Does the lesson describe a function that would be done differently the next
time?
1180. Who exerted influence that has positively affected or negatively impacted
the Marketing Mix Modeling project?
1181. What advantages do the an individual interview have over a group
meeting, and vice-versa?
5.4 Lessons Learned: Marketing Mix Modeling
1182. What data are likely to be missing?
1183. Were the aims and objectives achieved?
1184. Whom to share Lessons Learned Information with?
1185. How effective was the quality assurance process?
1186. Who needs to learn lessons?
1187. What are the conceptual limits of the research?
1188. Are the lessons more complex and multivariate?
1189. How often do communications get lost?
1190. What if anything has been lacking?
1191. How clear were you on your role in the Marketing Mix Modeling project?
1192. How does the budget cycle affect the case?
1193. What should have been accomplished during predeployment that was not
accomplished?
1194. What solutions or recommendations can you offer that would have
improved some aspect of the Marketing Mix Modeling project?
1195. How effective was each Marketing Mix Modeling project Team member
in fulfilling his/her role?
1196. How well did the Marketing Mix Modeling project Manager respond to
questions or comments related to the Marketing Mix Modeling project?
1197. What are the Benefits of Measurements?
1198. Were the Marketing Mix Modeling project goals attained?
1199. For the next Marketing Mix Modeling project, how could you improve on
the way Marketing Mix Modeling project was conducted?
1200. What are the performance measures?
Index
(Index page number references Only of use in Print Version)