Mulesoft Developer A Complete Guide - 2019 Edition 1a3c58

MuleSoft Developer Complete Self-Assessment Guide

The guidance in this Self-Assessment is based on MuleSoft Developer 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.

Notice of rights

You are licensed to use the Self-Assessment contents in your presentations and materials for internal use and customers without asking us - we are here to help. All rights reserved for the book itself: this book may not be reproduced or transmitted in any form by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

The information in this book is distributed on an “As Is” basis without warranty. While every precaution has been taken in the preparation of he book, neither the author nor the publisher shall have any liability to any person or entity with respect to any loss or damage caused or alleged to be caused directly or indirectly by the instructions contained in this book or by the products described in it.

Trademarks

Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations appear as requested by the owner of the trademark. All other product names and services identified throughout this book are used in editorial fashion only and for the benefit of such companies with no intention of infringement of the trademark. No such use, or the use of any trade name, is intended to convey endorsement or other affiliation with this book.

Copyright © by The Art of Service http://theartofservice.com [email protected]

About The Art of Service

The Art of Service, Business Process Architects since 2000, is dedicated to helping stakeholders achieve excellence.

Defining, deg, creating, and implementing a process to solve a stakeholders challenge or meet an objective is the most valuable role… In EVERY group, company, organization and department.

Unless you’re talking a one-time, single-use project, there should be a process. Whether that process is managed and implemented by humans, AI, or a combination of the two, it needs to be designed by someone with a complex enough perspective to ask the right questions.

Someone capable of asking the right questions and step back and say, ‘What are we really trying to accomplish here? And is there a different way to look at it?’

With The Art of Service’s Standard Requirements Self-Assessments, we empower people who can do just that — whether their title is marketer, entrepreneur, manager, salesperson, consultant, Business Process Manager, executive assistant, IT Manager, CIO etc... —they are the people who rule the future. They are people who watch the process as it happens, and ask the right questions to make the process work better.

us when you need any with this Self-Assessment and any

help with templates, blue-prints and examples of standard documents you might need:

http://theartofservice.com [email protected]

Acknowledgments

This checklist was developed under the auspices of The Art of Service, chaired by Gerardus Blokdyk.

Representatives from several client companies participated in the preparation of this Self-Assessment.

In addition, we are thankful for the design and printing services provided.

Included Resources - how to access

Included with your purchase of the book is the MuleSoft Developer SelfAssessment Spreadsheet Dashboard which contains all questions and SelfAssessment areas and auto-generates insights, graphs, and project RACI planning - all with examples to get you started right away.

How? Simply send an email to [email protected] with this books’ title in the subject to get the MuleSoft Developer Self Assessment Tool right away.

You will receive the following contents with New and Updated specific criteria: •The latest quick edition of the book in PDF •The latest complete edition of the book in PDF, which criteria correspond to the criteria in... •The Self-Assessment Excel Dashboard, and... •Example pre-filled Self-Assessment Excel Dashboard to get familiar with results generation •In-depth specific Checklists covering the topic •Project management checklists and templates to assist with implementation

INCLUDES LIFETIME SELF ASSESSMENT UPDATES

Every self assessment comes with Lifetime Updates and Lifetime Free Updated Books. Lifetime Updates is an industry-first feature which allows you to receive verified self assessment updates, ensuring you always have the most accurate information at your fingertips.

Get it now- you will be glad you did - do it now, before you forget.

Send an email to [email protected] with this books’ title in the subject to get the MuleSoft Developer Self Assessment Tool right away.

Your is invaluable to us

If you recently bought this book, we would love to hear from you! You can do this by writing a review on amazon (or the online store where you purchased this book) about your last purchase! As part of our continual service improvement process, we love to hear real client experiences and .

How does it work? To post a review on Amazon, just to your and click on the Create Your Own Review button (under Customer Reviews) of the relevant product page. You can find examples of product reviews in Amazon. If you purchased from another online store, simply follow their procedures.

What happens when I submit my review? Once you have submitted your review, send us an email at [email protected] with the link to your review so we can properly thank you for your .

Purpose of this Self-Assessment

This Self-Assessment has been developed to improve understanding of the requirements and elements of MuleSoft Developer, 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 MuleSoft Developer 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 MuleSoft Developer, 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 MuleSoft Developer 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 s 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 MuleSoft Developer Scorecard on the second next page of the Self-Assessment.

Your completed MuleSoft Developer Scorecard will give you a clear presentation of which MuleSoft Developer areas need attention.

MuleSoft Developer Scorecard Example

Example of how the finalized Scorecard can look like:

MuleSoft Developer Scorecard

Your Scores:

BEGINNING OF THE SELF-ASSESSMENT:

Table of Contents

About The Art of Service7 Acknowledgments8 Included Resources - how to access9

Your is invaluable to us11 Purpose of this Self-Assessment11 How to use the Self-Assessment12 MuleSoft Developer Scorecard Example14

MuleSoft Developer Scorecard15

BEGINNING OF THE SELF-ASSESSMENT:16 CRITERION #1: RECOGNIZE17

CRITERION #2: DEFINE:27

CRITERION #3: MEASURE:39

CRITERION #4: ANALYZE:47

CRITERION #5: IMPROVE:61

CRITERION #6: CONTROL:75

CRITERION #7: SUSTAIN:87 MuleSoft Developer and Managing Projects, Criteria for Project Managers:132 1.0 Initiating Process Group: MuleSoft Developer133

1.1 Project Charter: MuleSoft Developer135

1.2 Stakeholder : MuleSoft Developer137

1.3 Stakeholder Analysis Matrix: MuleSoft Developer138

2.0 Planning Process Group: MuleSoft Developer140

2.1 Project Management Plan: MuleSoft Developer142

2.2 Scope Management Plan: MuleSoft Developer144

2.3 Requirements Management Plan: MuleSoft Developer146

2.4 Requirements Documentation: MuleSoft Developer148

2.5 Requirements Traceability Matrix: MuleSoft Developer150

2.6 Project Scope Statement: MuleSoft Developer152

2.7 Assumption and Constraint Log: MuleSoft Developer154

2.8 Work Breakdown Structure: MuleSoft Developer156

2.9 WBS Dictionary: MuleSoft Developer158

2.10 Schedule Management Plan: MuleSoft Developer160

2.11 Activity List: MuleSoft Developer162

2.12 Activity Attributes: MuleSoft Developer164

2.13 Milestone List: MuleSoft Developer166

2.14 Network Diagram: MuleSoft Developer168

2.15 Activity Resource Requirements: MuleSoft Developer170

2.16 Resource Breakdown Structure: MuleSoft Developer171

2.17 Activity Duration Estimates: MuleSoft Developer173

2.18 Duration Estimating Worksheet: MuleSoft Developer175

2.19 Project Schedule: MuleSoft Developer177

2.20 Cost Management Plan: MuleSoft Developer179

2.21 Activity Cost Estimates: MuleSoft Developer181

2.22 Cost Estimating Worksheet: MuleSoft Developer183

2.23 Cost Baseline: MuleSoft Developer185

2.24 Quality Management Plan: MuleSoft Developer187

2.25 Quality Metrics: MuleSoft Developer189

2.26 Process Improvement Plan: MuleSoft Developer191

2.27 Responsibility Assignment Matrix: MuleSoft Developer193

2.28 Roles and Responsibilities: MuleSoft Developer195

2.29 Human Resource Management Plan: MuleSoft Developer197

2.30 Communications Management Plan: MuleSoft Developer199

2.31 Risk Management Plan: MuleSoft Developer201

2.32 Risk : MuleSoft Developer203

2.33 Probability and Impact Assessment: MuleSoft Developer205

2.34 Probability and Impact Matrix: MuleSoft Developer207

2.35 Risk Data Sheet: MuleSoft Developer209

2.36 Procurement Management Plan: MuleSoft Developer211

2.37 Source Selection Criteria: MuleSoft Developer213

2.38 Stakeholder Management Plan: MuleSoft Developer215

2.39 Change Management Plan: MuleSoft Developer217

3.0 Executing Process Group: MuleSoft Developer219

3.1 Team Member Status Report: MuleSoft Developer221

3.2 Change Request: MuleSoft Developer223

3.3 Change Log: MuleSoft Developer225

3.4 Decision Log: MuleSoft Developer227

3.5 Quality Audit: MuleSoft Developer229

3.6 Team Directory: MuleSoft Developer232

3.7 Team Operating Agreement: MuleSoft Developer234

3.8 Team Performance Assessment: MuleSoft Developer236

3.9 Team Member Performance Assessment: MuleSoft Developer239

3.10 Issue Log: MuleSoft Developer241

4.0 Monitoring and Controlling Process Group: MuleSoft Developer243

4.1 Project Performance Report: MuleSoft Developer245

4.2 Variance Analysis: MuleSoft Developer247

4.3 Earned Value Status: MuleSoft Developer249

4.4 Risk Audit: MuleSoft Developer251

4.5 Contractor Status Report: MuleSoft Developer253

4.6 Formal Acceptance: MuleSoft Developer255

5.0 Closing Process Group: MuleSoft Developer257

5.1 Procurement Audit: MuleSoft Developer259

5.2 Contract Close-Out: MuleSoft Developer262

5.3 Project or Phase Close-Out: MuleSoft Developer264

5.4 Lessons Learned: MuleSoft Developer266 Index268

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. Why do you need an API? <--- Score

2. Are controls defined to recognize and contain problems? <--- Score

3. Have you got the information you need? <--- Score

4. What do you need to know to your network? <--- Score

5. Are you able to get or find information to resolve the issues that are encountered during integration? <--- Score

6. What do they need to know about your content? <--- Score

7. Does the security Gateway centralized policy externalization for routing, schemas, attack prevention, and stylesheets? <--- Score

8. How are you going to measure success? <--- Score

9. Will a response program recognize when a crisis occurs and provide some level of response? <--- Score

10. How do you stay flexible and focused to recognize larger MuleSoft Developer results? <--- Score

11. When would it make sense to prevent or to enable customization? <--- Score

12. Are there recognized MuleSoft Developer problems? <--- Score

13. What capabilities are needed for a successful customer 360? <--- Score

14. Does your organization collect personally identifiable information electronically? <--- Score

15. Are employees recognized or rewarded for performance that demonstrates the highest levels of integrity? <--- Score

16. What information is needed? <--- Score

17. What if you need to listen for an event for a limited time? <--- Score

18. How are the MuleSoft Developer’s objectives aligned to the group’s overall stakeholder strategy? <--- Score

19. Now that you are armed with insight and you know more ing APIs to meet specific, strategic business needs, is building your own API right for you? <--- Score

20. With realities and forecasts in mind, what do you need in order to increase API awareness? <--- Score

21. How do you determine if you need a blockchain project, and if so, what kind? <--- Score

22. Do s have easy access to all the resources they need from your business? <--- Score

23. What do you need? <--- Score

24. Do you need to set use limits on your API? <--- Score

25. What are the expected benefits of MuleSoft Developer to the stakeholder? <--- Score

26. How do you easily find and fix issues? <--- Score

27. What areas do you feel you need to automate, and why? <--- Score

28. How do you prevent ransomware? <--- Score

29. When a MuleSoft Developer manager recognizes a problem, what options are available? <--- Score

30. Are there any dependencies on other systems and do you need to be aware of availability of corresponding systems? <--- Score

31. Do they need an API key? <--- Score

32. To what extent does management recognize MuleSoft Developer as a tool to increase the results? <--- Score

33. How do you respond to legal requests or prevent harm? <--- Score

34. Should you invest in industry-recognized qualifications? <--- Score

35. How much are sponsors, customers, partners, stakeholders involved in MuleSoft Developer? In other words, what are the risks, if MuleSoft Developer does not deliver successfully? <--- Score

36. How long does it take to resolve API issues, on average? <--- Score

37. What problems are you facing and how do you consider MuleSoft Developer will circumvent those obstacles? <--- Score

38. Is the need for organizational change recognized? <--- Score

39. What if you want to execute some logic only when particular events occur in Mule? <--- Score

40. What virtualization API is needed?

<--- Score

41. What do you need to do? <--- Score

42. Do you need SQL Injection inside the API Management layer? <--- Score

43. Can management personnel recognize the monetary benefit of MuleSoft Developer? <--- Score

44. Are MuleSoft Developer changes recognized early enough to be approved through the regular process? <--- Score

45. Are there any specific expectations or concerns about the MuleSoft Developer team, MuleSoft Developer itself? <--- Score

46. What do you need to know? <--- Score

47. Who is accessing your API, and do you need to know who they are? <--- Score

48. What problems does your product or service solve for your s? <--- Score

49. How is your industry changing and what short-tem and long-term needs will you need to address? <--- Score

50. What does MuleSoft Developer success mean to the stakeholders? <--- Score

51. What is the problem that needs to be simulated? <--- Score

52. Business intelligence has gone from standalone services to becoming embedded in every application. What do you need next in its evolution? <--- Score

53. What situation(s) led to this MuleSoft Developer Self Assessment?

<--- Score

54. What if you do not buy it now, and then you need it later? <--- Score

55. How do you potential vast numbers of events and its conditions in an optimal way? <--- Score

56. What are the stakeholder objectives to be achieved with MuleSoft Developer? <--- Score

57. As a sponsor, customer or management, how important is it to meet goals, objectives? <--- Score

58. To use APIs across the enterprise, do you think your IT organization needs to reorganize assets as platforms with addressable interfaces? <--- Score

59. Consider the audience and the amount of needed i.e., What happens if the API changes?

<--- Score

60. What are the resources you need in order to deliver value? <--- Score

61. How do you identify all of the available virtual machine extensions using Windows PowerShell? <--- Score

62. What API assets need to be protected, and how are you going to protect them? <--- Score

63. Do you need to consider clustering, identity, or management tools? <--- Score

64. What would happen if MuleSoft Developer weren’t done? <--- Score

65. How are the messages and events of varying types ed? <--- Score

66. Does MuleSoft Developer create potential expectations in other areas that need to be recognized and considered? <--- Score

67. Target customers: Are you going after a broad set of customers with diverse needs? <--- Score

68. To what extent does each concerned units management team recognize MuleSoft Developer as an effective investment? <--- Score

69. Who else hopes to benefit from it? <--- Score

70. What practices helps your organization to develop its capacity to recognize patterns? <--- Score

71. What if you need a custom event type? <--- Score

72. What are the minority interests and what amount of minority interests

can be recognized? <--- Score

73. Are you willing to do what you need to do to solve this problem? <--- Score

74. Does your organization need a Public API? <--- Score

75. To what extent would your organization benefit from being recognized as a award recipient? <--- Score

76. How can the API provider prevent API clients from excessive API usage? <--- 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 MuleSoft Developer 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. Are improvement team fully trained on MuleSoft Developer? <--- Score

2. How do you keep key subject matter experts in the loop? <--- Score

3. Are there different segments of customers? <--- Score

4. Who are the MuleSoft Developer improvement team , including Management Leads and Coaches? <--- Score

5. What special security requirements are required to govern mobile applications and mobile web services? <--- Score

6. What is the proposed approach to make sure that applications do comply with the requirements? <--- Score

7. What would be the goal or target for a MuleSoft Developer’s improvement team? <--- Score

8. Has everyone on the team, including the team leaders, been properly trained?

<--- Score

9. Are customers identified and high impact areas defined? <--- Score

10. Is MuleSoft Developer linked to key stakeholder goals and objectives? <--- Score

11. When is the estimated completion date? <--- Score

12. Is a fully trained team formed, ed, and committed to work on the MuleSoft Developer improvements? <--- Score

13. Is there regularly 100% attendance at the team meetings? If not, have appointed substitutes attended to preserve cross-functionality and full representation? <--- Score

14. When is/was the MuleSoft Developer start date? <--- Score

15. What do your your organizations Information Management policies require? <--- Score

16. Do you require API access to real-time and historical reporting? <--- Score

17. Has a project plan, Gantt chart, or similar been developed/completed? <--- Score

18. Are stakeholder processes mapped? <--- Score

19. Do you agree with the governments interpretation of the definition of AIS and PIS? <--- Score

20. What critical content must be communicated – who, what, when, where, and how? <--- Score

21. What is the anticipated level of resource requirements by the new providers in the project? <--- Score

22. If substitutes have been appointed, have they been briefed on the MuleSoft Developer goals and received regular communications as to the progress to date? <--- Score

23. What will define your organization of the future? <--- Score

24. How often are the team meetings? <--- Score

25. What information in scope? <--- Score

26. How was the ‘as is’ process map developed, reviewed, verified and validated? <--- Score

27. Is data collected and displayed to better understand customer(s) critical needs and requirements.

<--- Score

28. Is full participation by in regularly held team meetings guaranteed? <--- Score

29. What are the requirements for Asset Tracking? <--- Score

30. What are the expectations for the web portal security requirements? <--- Score

31. Are customer(s) identified and segmented according to their different needs and requirements? <--- Score

32. How is the team tracking and documenting its work? <--- Score

33. What are the compelling stakeholder reasons for embarking on MuleSoft Developer? <--- Score

34. Do you certify your API platform for compliance with any regulatory requirements? <--- Score

35. Has a high-level ‘as is’ process map been completed, verified and validated? <--- Score

36. What are the dynamics of the communication plan? <--- Score

37. How will the MuleSoft Developer team and the group measure complete success of MuleSoft Developer? <--- Score

38. Is there a MuleSoft Developer management charter, including stakeholder case, problem and goal statements, scope, milestones, roles and responsibilities, communication plan? <--- Score

39. What key stakeholder process output measure(s) does MuleSoft Developer leverage and how? <--- Score

40. 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

41. Is the team adequately staffed with the desired cross-functionality? If not, what additional resources are available to the team? <--- Score

42. Is there a critical path to deliver MuleSoft Developer results? <--- Score

43. Have you designed the API to your use cases? <--- Score

44. Are employee background checks required? <--- Score

45. Is MuleSoft Developer currently on schedule according to the plan? <--- Score

46. Does workflow allow s to define conditions? <--- Score

47. How did the MuleSoft Developer manager receive input to the development of a MuleSoft Developer improvement plan and the estimated completion dates/times of each activity? <--- Score

48. 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

49. Who owns the API definitions? <--- Score

50. Are team charters developed? <--- Score

51. Is the team sponsored by a champion or stakeholder leader? <--- Score

52. 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

53. Are different versions of process maps needed to for the different types of inputs? <--- Score

54. What customer methods were used to solicit their input? <--- Score

55. Is there a completed SIPOC representation, describing the Suppliers, Inputs, Process, Outputs, and Customers? <--- Score

56. How do you leverage the capabilities of Security Gateways to address elements of security architecture requirements? <--- Score

57. Does the team have regular meetings? <--- Score

58. Has the direction changed at all during the course of MuleSoft Developer? If so, when did it change and why? <--- Score

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

60. Is there a completed, verified, and validated high-level ‘as is’ (not ‘should be’ or ‘could be’) stakeholder process map? <--- Score

61. What constraints exist that might impact the team? <--- Score

62. When are meeting minutes sent out? Who is on the distribution list? <--- Score

63. What is your API Definition File? <--- Score

64. Are there any constraints known that bear on the ability to perform MuleSoft Developer work? How is the team addressing them? <--- Score

65. What are the rough order estimates on cost savings/opportunities that MuleSoft Developer brings?

<--- Score

66. Is the team formed and are team leaders (Coaches and Management Leads) assigned? <--- Score

67. For the purposes of ing your API strategy, not all enterprise architectures are created equal. So, what defines good enterprise architecture from an API architects standpoint? <--- Score

68. Have the customer needs been translated into specific, measurable requirements? How? <--- Score

69. Do you think PSPs should be required to provide monthly statements to payers and payees? <--- Score

70. Will team regularly document their MuleSoft Developer work? <--- Score

71. Will team perform MuleSoft Developer work when assigned and in a timely fashion?

<--- Score

72. Has/have the customer(s) been identified? <--- Score

73. Is performance testing required for the interfaces? <--- Score

74. Has the improvement team collected the ‘voice of the customer’ (obtained – qualitative and quantitative)? <--- Score

75. Is the current ‘as is’ process being followed? If not, what are the discrepancies? <--- Score

76. What are the Roles and Responsibilities for each team member and its leadership? Where is this documented? <--- Score

77. Has a team charter been developed and communicated? <--- Score

78. What specifically is the problem? Where does it occur? When does it occur? What is its extent? <--- Score

79. Does the control enforcement meet security policy requirements? <--- Score

80. How will variation in the actual durations of each activity be dealt with to ensure that the expected MuleSoft Developer results are met? <--- Score

81. Is the MuleSoft Developer scope manageable? <--- Score

82. How does the MuleSoft Developer manager ensure against scope creep? <--- Score

83. What security measures are required to allow the API to be used correctly? <--- Score

84. Has the MuleSoft Developer work been fairly and/or equitably divided and delegated among team who are qualified and capable to perform the work? Has everyone contributed? <--- Score

85. Is the team equipped with available and reliable resources? <--- 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 MuleSoft Developer 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. What particular quality tools did the team find helpful in establishing measurements? <--- Score

2. Are there any ongoing operating costs associated with Mulesoft? <--- Score

3. Is data collection planned and executed? <--- Score

4. Even changing one line of code can have severe impact beyond the module within which it is contained in. How do you analyze and track corresponding impacts? <--- Score

5. What are the barriers to making sophisticated money management technology both available at low or no cost and fully accessible to vulnerable consumers with demonstrable need? <--- Score

6. Do you think your challenges to executing on digital transformation will impact your organizations business revenue negatively if they are not addressed quickly? <--- Score

7. What impact will the open API economy have on your organization? <--- Score

8. Are high impact defects defined and identified in the stakeholder process? <--- Score

9. Analyzing network data to predict failure: How do you use machinegenerated data to avoid IT outages? <--- Score

10. Is data collected on key measures that were identified? <--- Score

11. Is Process Variation Displayed/Communicated? <--- Score

12. Is there a Performance Baseline? <--- Score

13. How do you ensure you are not focusing more on incremental improvements that focus on tactical technology implementation than transformative initiatives that impact business outcome? <--- Score

14. Is a solid data collection plan established that includes measurement systems analysis?

<--- Score

15. What is the best text analytics API + service? <--- Score

16. Who participated in the data collection for measurements? <--- Score

17. Customer churn analysis: Why do you lose customers? <--- Score

18. Threat analysis: how do you detect threats and fraudulent activity? <--- Score

19. What key measures identified indicate the performance of the stakeholder process? <--- Score

20. How do you narrow down the choices and focus on the packages likely to work best for you? <--- Score

21. How will the Open API economy impact banks? <--- Score

22. What are the key input variables? What are the key process variables? What are the key output variables? <--- Score

23. 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

24. How will you measure API usage? <--- Score

25. Have you reviewed the impact of Open Banking on your business models? <--- Score

26. How will the Open API economy impact your organization? <--- Score

27. What are the risks your bank is most focused on today, and how is your organization addressing the already stated concerns?

<--- Score

28. Investment costs and charges: where are you now? <--- Score

29. Security measures can impact API performance and programming how much will they affect yours? <--- Score

30. What has the team done to assure the stability and accuracy of the measurement process? <--- Score

31. What are the costs and benefits for each of your choices? <--- Score

32. What data was collected (past, present, future/ongoing)? <--- Score

33. Are key measures identified and agreed upon? <--- Score

34. Are process variation components displayed/communicated using suitable charts, graphs, plots? <--- Score

35. How do you analyze and track impacts? <--- Score

36. Have you found any ‘ground fruit’ or ‘low-hanging fruit’ for immediate remedies to the gap in performance? <--- Score

37. Are there any legal risks when it comes to analytics and have you seen any customers take them? <--- Score

38. How is your bank prioritizing the development of APIs for each functions? <--- Score

39. Is long term and short term variability ed for? <--- Score

40. Does embedding the analytics help or hurt productivity?

<--- Score

41. Impact: what is the expected outcome? <--- Score

42. If you are spending the majority of your time going through back doors because the API does not have the features you need, what is it offering you in the first place? <--- Score

43. What impact will the open API economy have on retail and corporate banks? <--- Score

44. How do you measure performance? <--- Score

45. Was a data collection plan established? <--- Score

46. How large is the gap between current performance and the customerspecified (goal) performance? <--- Score

47. To what extent are people using public or external data, say mapping or weather, for context on analytics dashboards? <--- Score

48. What security measures are currently deployed with which technologies? <--- Score

49. Is key measure data collection planned and executed, process variation displayed and communicated and performance baselined? <--- Score

50. What harm does it cause? <--- Score

51. What charts has the team used to display the components of variation in the process? <--- Score

52. What are your organizations most important IT priorities over the next 12-18 months? <--- Score

53. What do you think about the quality of existing tools for sentiment analysis API included? <--- 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 MuleSoft Developer 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. Are you able to more easily reuse existing applications, data and digital resources, to quickly complete LOB and/or digital transformation projects? <--- Score

2. Are gaps between current performance and the goal performance identified? <--- Score

3. What is your data input and output processes? <--- Score

4. Privacy: where is the data managed by the API stored? <--- Score

5. What is the semantic behind the data the service/API replies to a request? <--- Score

6. What data belongs in a Hadoop cluster? <--- Score

7. What conclusions were drawn from the team’s data collection and analysis? How did the team reach these conclusions? <--- Score

8. How do you create a database? <--- Score

9. Where will this data come from? <--- Score

10. In which sectors would the benefit from being able to access data in an API format? <--- Score

11. Customer consent: how do you control data access? <--- Score

12. Customer data: How do you ensure strong authentication that allows for protection of customer data? <--- Score

13. What is your IT team doing to complete digital transformation projects more quickly? <--- Score

14. Does the API the receipt and continued processing of transactions for all core ing components as well as vendor information updates? <--- Score

15. What tools were used to narrow the list of possible causes? <--- Score

16. What are the business drivers behind your organizations API strategy? <--- Score

17. What are you doing on the technology side to achieve digital transformation more quickly? <--- Score

18. Is there data that is specific to existing customers that should be accessible via your app? <--- Score

19. What did the team gain from developing a sub-process map? <--- Score

20. Have any additional benefits been identified that will result from closing all or most of the gaps? <--- Score

21. With what information is the input going to be enriched (data delivering API)? <--- Score

22. Security: do you understand the implications on data security in an open environment? <--- Score

23. What will happen if the receiving system is down when data is transferred? <--- Score

24. What are your data input and output processes? <--- Score

25. Does your organization have a formal API testing process? <--- Score

26. Will the web portal have access to data that requires the use of twofactor authentication? <--- Score

27. Was a detailed process map created to amplify critical steps of the ‘as is’

stakeholder process? <--- Score

28. What were the financial benefits resulting from any ‘ground fruit or lowhanging fruit’ (quick fixes)? <--- Score

29. How was the detailed process map generated, verified, and validated? <--- Score

30. What is the cost of poor quality as ed by the team’s analysis? <--- Score

31. How does the Security Gateway perform output encoding? <--- Score

32. Do you need to manage different types of data? <--- Score

33. What systems, data, or devices can MuleSoft connect to? <--- Score

34. What data will be accessible via an API? <--- Score

35. Will you use a data center, or the cloud? <--- Score

36. Relationship driver: Are you a reputable trusted brand that can fulfil unique needs? <--- Score

37. Was a cause-and-effect diagram used to explore the different types of causes (or sources of variation)? <--- Score

38. How can you best automate many of the manual processes related to reporting on suspicious activity alerts and ing models? <--- Score

39. Do you know how the event processing rules have to change without affecting the system? <--- Score

40. Who is obliged to share data? <--- Score

41. Have the problem and goal statements been updated to reflect the additional knowledge gained from the analyze phase? <--- Score

42. Will robotic process automation herald a new digital era in regulatory compliance in banks? <--- Score

43. Change management: what happens when an API or data format changes? <--- Score

44. What is the right operating model to drive profitability in an open API economy? <--- Score

45. How will you do content management to refresh data? <--- Score

46. Who is most likely to be interested in the data, and for what purposes?

<--- Score

47. Is the MuleSoft Developer process severely broken such that a re-design is necessary? <--- Score

48. What data do you want? <--- Score

49. Did any additional data need to be collected? <--- Score

50. Will you be using a data warehouse to store data? <--- Score

51. Will the data be searchable? <--- Score

52. How will PSD2 and the growth of APIs for banking affect personal data ownership? <--- Score

53. How would data protection law apply at each stage? <--- Score

54. Is the gap/opportunity displayed and communicated in financial ? <--- Score

55. How are you going to protect your developers data, and your service architecture? <--- Score

56. Does your organization have a formal API design process? <--- Score

57. How do you know that the data you are storing in the cloud are actually there? <--- Score

58. How do you handle sensitive data in API requests & responses? <--- Score

59. Does your organization require data to be stored in a particular geographic location?

<--- Score

60. Are your data in raster or in vector format? <--- Score

61. What data resides in a Hadoop cluster? <--- Score

62. What quality tools were used to get through the analyze phase? <--- Score

63. Data sandbox: what can you do with new data? <--- Score

64. Does the security gateway have functionality to filter or sanitize data before its written to the audit log? <--- Score

65. What data is available and how will it be collected? <--- Score

66. Is this a synchronous or asynchronous process? <--- Score

67. Where does the data come from? <--- Score

68. Do you have processes in place to check if the API consumer is handling the data and API securely? <--- Score

69. What tools were used to generate the list of possible causes? <--- Score

70. What are you doing on the technology side to complete digital transformation more quickly? <--- Score

71. How do you know where your data resides? <--- Score

72. Data privacy in an Open API world - how do you keep personal data safe in an open data environment?

<--- Score

73. How much data will you create? <--- Score

74. What does the data say about the performance of the stakeholder process? <--- Score

75. Is the performance gap determined? <--- Score

76. Were any designed experiments used to generate additional insight into the data analysis? <--- Score

77. What will truly drive customer engagement and wallet consolidation for banks? <--- Score

78. What visibility is required into the overall health of the business process / interface? <--- Score

79. What is the data in and the data out? <--- Score

80. What are your ed data types? <--- Score

81. How does the Security Gateway perform data escaping and data sanitization? <--- Score

82. Where should the data come from? <--- Score

83. What were the crucial ‘moments of truth’ on the process map? <--- Score

84. Did any value-added analysis or ‘lean thinking’ take place to identify some of the gaps shown on the ‘as is’ process map? <--- Score

85. Is your service offering and customer experience driven by a powerful

question: How do you make banking customer-centric, more transparent and more contextual? <--- Score

86. How can an API client inform the API provider at runtime about the data it is interested in? <--- Score

87. How do you make this process bulletproof? <--- Score

88. What would empirically justified guidelines of API design based on data look like? <--- Score

89. Technology drivers - what were the primary technical challenges your organization faced? <--- Score

90. How, and where, is all of that data stored? <--- Score

91. Is there a limit on the amount of data you can store using your

organization API? <--- Score

92. Were there any improvement opportunities identified from the process analysis? <--- Score

93. Which existing data sources will be most valuable for API-driven applications? <--- Score

94. How do you store this data? <--- Score

95. What kind of assets/data does your API expose? <--- Score

96. How much data can be lost in worst case scenario? <--- Score

97. Is there a role for open data? <--- Score

98. Under what circumstances can the API provider limit access to data? <--- Score

99. Which parts of the e-commerce process to be selected as the case study of the prototype? <--- Score

100. How do you ensure data in the cloud is secure? <--- Score

101. What type of data is needed? <--- Score

102. Does your organization have a formal API documentation process? <--- Score

103. Were Pareto charts (or similar) used to portray the ‘heavy hitters’ (or key sources of variation)? <--- Score

104. What data do you collect on your clients?

<--- Score

105. Is data and process analysis, root cause analysis and quantifying the gap/opportunity in place? <--- Score

106. You would like to perform a rollback to 7.1.9 until 7.2.6 gets released. What is the process for being able to make this happen? <--- Score

107. What and how much data do you need to recover? <--- Score

108. What are the revised rough estimates of the financial savings/opportunity for MuleSoft Developer improvements? <--- Score

109. What is your API testing process? <--- Score

110. Does the API expose sensitive or private data? <--- Score

111. How does the Security Gateway implement Key management processes for Key distribution, revocation, and storage? <--- Score

112. What types of security mechanisms are needed to protect sensitive or proprietary data? <--- Score

113. What apis should you use for accessing the data you need? <--- Score

114. How does your organization develop a new use case for a data management approach? <--- Score

115. How does it drive business goals? <--- Score

116. Are your data stored in a database or files? <--- 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 MuleSoft Developer 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. Is a contingency plan established? <--- Score

2. Any regulatory requirements for the development of a portal? <--- Score

3. What tools were most useful during the improve phase? <--- Score

4. How will retail banking change and what roles, challenges and risks will emerge through Open API Initiatives? <--- Score

5. Are there any constraints (technical, political, cultural, or otherwise) that would inhibit certain solutions? <--- Score

6. What is MuleSoft Developer’s impact on utilizing the best solution(s)? <--- Score

7. How does the solution manage resources with a retention policy? <--- Score

8. Is there a cost/benefit analysis of optimal solution(s)? <--- Score

9. Is the introduction of APIs going to bring improvements in your organizationing services? <--- Score

10. Have you developed a Cloud Connector and have you submited it to MuleSoft to make it available to the entire community? <--- Score

11. Is the introduction of APIs going to bring improvements in your organizations services? <--- Score

12. Is public, private or hybrid solution suitable for your applications? <--- Score

13. What are the risks associated with staff turnover and how will they be handled? <--- Score

14. Which technology solution should you implement? <--- Score

15. Is there a API definition document? <--- Score

16. For many reasons, OpenAPI is often seen as the best solution to date for API development. With this in mind, how specifically does it help you toward your goal? <--- Score

17. Are the best solutions selected? <--- Score

18. Are improved process (‘should be’) maps modified based on pilot data and analysis? <--- Score

19. Have you developed a route to production for your sandbox APIs including a payments pathway? <--- Score

20. Is the optimal solution selected based on testing and analysis? <--- Score

21. Do you look at your API documentation as part of your contractual

obligation to your API consumers? <--- Score

22. What is the total scope of middleware functionality you need to deploy effective integration solutions? <--- Score

23. What are the main challenges of API management and development? <--- Score

24. How do you make sure the results arent just ignored? <--- Score

25. What lessons, if any, from a pilot were incorporated into the design of the full-scale solution? <--- Score

26. What communications are necessary to the implementation of the solution? <--- Score

27. Which application(s) are used with your solution?

<--- Score

28. What could you do to improve the detection of problems with the API? <--- Score

29. How can todays developers take advantage of API disruption? <--- Score

30. Which soa products or components are used in your solution? <--- Score

31. Are new and improved process (‘should be’) maps developed? <--- Score

32. What is your banks doing on things like tokenization, credit decisioning models and new payment solutions? <--- Score

33. What systems are being replaced or improved? <--- Score

34. Does your solution replace an existing solution? <--- Score

35. How do you decide which languages to ? <--- Score

36. What challenges do the various cloud solutions present? <--- Score

37. Was a pilot designed for the proposed solution(s)? <--- Score

38. Do mulesoft developers have enough knowledge of business requirements to develop business logic? <--- Score

39. How will the group know that the solution worked? <--- Score

40. How do you connect to the CT ECO map services in ArcMap? <--- Score

41. How can it be improved? <--- Score

42. What has facilitated/enabled the development of the API, the API Platform or the API ecosystem? <--- Score

43. What are the risks of API exposure to threats? <--- Score

44. What attendant changes will need to be made to ensure that the solution is successful? <--- Score

45. How will the API be developed in practice? <--- Score

46. What are the risks and benefits of each approach, and what legal or regulatory protections would need to be included for each level of friction? <--- Score

47. Have you got any new ideas from external developers? <--- Score

48. Are you leaving enough on the table to make the API attractive for developers? <--- Score

49. What other application development environments are used by your department? <--- Score

50. Is the implementation plan designed? <--- Score

51. What is the best way to that your API is working as specified by the documentation, and in keeping with the developers expectations? <--- Score

52. Does the developer have an architectural strategy, provided to development teams, for writing reusable business components? <--- Score

53. Describe the design of the pilot and what tests were conducted, if any?

<--- Score

54. How do developers react to API deprecation? <--- Score

55. How does the solution remove the key sources of issues discovered in the analyze phase? <--- Score

56. Is there a small-scale pilot for proposed improvement(s)? What conclusions were drawn from the outcomes of a pilot? <--- Score

57. Risk modeling: how do you better understand your customers and markets? <--- Score

58. How will the team or the process owner(s) monitor the implementation plan to see that it is working as intended? <--- Score

59. Who will develop the products and services your organization will be selling to your own customer base?

<--- Score

60. Is there a preference for Cloud/Hosted or On Premise solutions for services such as MDM, Authentication and API Management? <--- Score

61. Do you have a Leadership Development Program? <--- Score

62. How does your solution compare to others on the market? <--- Score

63. How will you acquire the expertise in agile methods, API development, and integration architecture? <--- Score

64. What tools were used to tap into the creativity and encourage ‘outside the box’ thinking? <--- Score

65. What client and development tools are available that work in conjunction with the Security gateway? <--- Score

66. Has time been built in to for design review, code review, documentation, and testing? <--- Score

67. Does the solution contain an API to manage push notifications? <--- Score

68. Do you use any mobile device management technology to protect API credentials stored on mobile applications to mitigate the risk of a jail broken device? <--- Score

69. What decisions must be made to ensure effective management and use? <--- Score

70. What do you want the developer to do? <--- Score

71. Is a solution implementation plan established, including schedule/work breakdown structure, resources, risk management plan, cost/budget, and control plan? <--- Score

72. For each system to be accessed in the federated search, what are the record types that will be returned in a list of search results? <--- Score

73. How can you offer access to a solution rather than ownership of a product? <--- Score

74. What kind of API documentation or tools do you offer to developers? <--- Score

75. What about customers that demand fairly simple integration cases that are not by default ed by this solution? <--- Score

76. Have logical and physical connections to key systems been evaluated and addressed? <--- Score

77. Why should development teams choose your API management solution? <--- Score

78. Is pilot data collected and analyzed? <--- Score

79. What are the risks associated with social networking sites? <--- Score

80. Are possible solutions generated and tested? <--- Score

81. Business: Are you building an infrastructure on which an ecosystem can develop? <--- Score

82. Which public services are ed by the API or as a result of making the API available? <--- Score

83. Product and service creation: Who develops the products and services your organization will be selling to your own customer base? <--- Score

84. How are you going to develop your API in future?

<--- Score

85. How can API documentation be inherently agile? <--- Score

86. What are the main challenges of API management and development for your organization? <--- Score

87. What programming languages are your s and developers comfortable with? <--- Score

88. Once engineers have decided how they wish to adjust the APIs, how can they do that in a way that assists s? <--- Score

89. What should go into your API documentation? <--- Score

90. What were the underlying assumptions on the cost-benefit analysis? <--- Score

91. What do you consider good API documentation? <--- Score

92. Can entrepreneurs immediately discern the end value when they view API documentation? <--- Score

93. What is the team’s contingency plan for potential problems occurring in implementation? <--- Score

94. Can your solution be used with application servers, development tools, etc. from different vendors or will it force vendor lock-in? <--- Score

95. Have you developed a route to production for your APIs? <--- Score

96. How do you implement and evaluate the reference architecture? <--- Score

97. What is the future of API documentation? <--- Score

98. How did the team generate the list of possible solutions? <--- Score

99. Does the solution have an API that allows programmatic control of the network from other systems? <--- Score

100. What tools were used to evaluate the potential solutions? <--- Score

101. How do you integrate API references with developer guides? <--- Score

102. Were any criteria developed to assist the team in testing and evaluating potential solutions? <--- Score

103. What is the primary reason why your department has not implemented any open-source solutions?

<--- Score

104. What error proofing will be done to address some of the discrepancies observed in the ‘as is’ process? <--- Score

105. What is the funding source for API development? <--- Score

106. What is the implementation plan? <--- Score

107. What does the ‘should be’ process map/design look like? <--- Score

108. Do you have an API portal for developers? <--- 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 MuleSoft Developer 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. How might the group capture best practices and lessons learned so as to leverage improvements? <--- Score

2. Social media: what can you learn from them? <--- Score

3. Are your API services protected against hijack and attack? <--- Score

4. Is a response plan established and deployed? <--- Score

5. Does the response plan contain a definite closed loop continual improvement scheme (e.g., plan-do-check-act)? <--- Score

6. How does the Security Gateway protect against parser attacks like XSLT transformation attacks? <--- Score

7. Is there a transfer of ownership and knowledge to process owner and process team tasked with the responsibilities. <--- Score

8. When does your bank plan to make investments in Open Banking for SMEs and Corporate customers?

<--- Score

9. Are operating procedures consistent? <--- Score

10. What kinds of predictive analytics and machine learning would you look for? <--- Score

11. What methods do you use to monitor your application? <--- Score

12. Are new process steps, standards, and documentation ingrained into normal operations? <--- Score

13. Can your organization confirm if the current system is hosted by your organization, and if so, is this the plan for the future? <--- Score

14. Monitoring: how will third party API uptime be monitored to ensure reliable delivery? <--- Score

15. How does the Security Gateway standards-based authorization, such as XACML? <--- Score

16. Does a troubleshooting guide exist or is it needed? <--- Score

17. How will report readings be checked to effectively monitor performance? <--- Score

18. Are people more likely to engage with microlearning tasks if they can do so without leaving Facebook feeds? <--- Score

19. Have data and technology standards been developed? <--- Score

20. How does the Security Gateway protect against Injection attacks, such as XPath Injection, and SQL Injection? <--- Score

21. Are documented procedures clear and easy to follow for the operators? <--- Score

22. How would you rate the priority of having open APIs against other priorities in your organization? <--- Score

23. How does the Security Gateway protect against Cross Site scripting attacks? <--- Score

24. Has the improved process and its steps been standardized? <--- Score

25. Is there a standardized process? <--- Score

26. How will the process owner and team be able to hold the gains? <--- Score

27. How does the Security Gateway protect against Network Denial of Service (DOS) attacks?

<--- Score

28. Will any special training be provided for results interpretation? <--- Score

29. Is the software regularized to conform to coding or API standards in any way? <--- Score

30. Does the MuleSoft Developer performance meet the customer’s requirements? <--- Score

31. How do you plan to access your legacy systems? <--- Score

32. Does your organization currently participate, or plan to participate, in Open Banking ecosystem platforms? <--- Score

33. What new business services do you plan to offer? <--- Score

34. Who is the MuleSoft Developer process owner? <--- Score

35. Does job training on the documented procedures need to be part of the process team’s education and training? <--- Score

36. What tools can be developed to help people monitor behaviour with the introduction of the Open Banking API standard? <--- Score

37. Is there a recommended audit plan for routine surveillance inspections of MuleSoft Developer’s gains? <--- Score

38. How do you control the experience? <--- Score

39. Standards: How do you ensure that your APIs are easy to discover and easy to consume? <--- Score

40. What are the standards and who sets them? <--- Score

41. Are suggested corrective/restorative actions indicated on the response plan for known causes to problems that might surface? <--- Score

42. Is there documentation that will the successful operation of the improvement? <--- Score

43. When and how frequently will you review your data management plan? <--- Score

44. Is there a control plan in place for sustaining improvements (short and longterm)? <--- Score

45. Is knowledge gained on process shared and institutionalized? <--- Score

46. To scale, how to you monitor your SLA and service quality?

<--- Score

47. Is new knowledge gained imbedded in the response plan? <--- Score

48. What are the critical parameters to watch? <--- Score

49. Are there documented procedures? <--- Score

50. Is there a documented and implemented monitoring plan? <--- Score

51. Is a response plan in place for when the input, process, or output measures indicate an ‘out-of-control’ condition? <--- Score

52. Does a vendor provide a standards-based API for customization? <--- Score

53. How does the Security Gateway protect against external reference and external entity attacks? <--- Score

54. Should the experience externalized by the API be controlled? <--- Score

55. Which type of monitoring should you configure? <--- Score

56. Cloud environments can reliably run at scale? <--- Score

57. How will impacts be monitored and evaluated? <--- Score

58. 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

59. How does the Security Gateway scale across geographically diverse

environments? <--- Score

60. What are the future plans for open API deployment? <--- Score

61. What key inputs and outputs are being measured on an ongoing basis? <--- Score

62. Where are the API standards for your industry vertical? <--- Score

63. Which type of API do you test against most frequently? <--- Score

64. 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

65. Does the standard you use have strong in the commercial marketplace?

<--- Score

66. What is the control/monitoring plan? <--- Score

67. Does the security gateway offer offline management for monitoring or policy creation? <--- Score

68. Are the custom API server and the custom controller manager separate? <--- Score

69. Is reporting being used or needed? <--- Score

70. Does the security gateway require additional hardware to scale? <--- Score

71. What should the next improvement project be that is related to MuleSoft Developer? <--- Score

72. How does the Security Gateway scale? <--- Score

73. Have new or revised work instructions resulted? <--- Score

74. Is the software required to conform to coding or API standards in any way? <--- Score

75. What other areas of the group might benefit from the MuleSoft Developer team’s improvements, knowledge, and learning? <--- Score

76. What quality tools were useful in the control phase? <--- Score

77. How will the process owner improvement in present and future sigma levels, process capabilities? <--- Score

78. Is your cybersecurity plan tested regularly?

<--- Score

79. How can an disable Role Based Access Control (RBAC) in a WPAR? <--- Score

80. How does the Security Gateway protect against buffer overflow attacks? <--- Score

81. How does the Security Gateway protect against viruses? <--- Score

82. How do you scale, manage, and broker Cloud APIs to interact with on prem apps and 3rd parties? <--- Score

83. Is your organization planning to undertake digital transformation initiatives? <--- Score

84. What is the recommended frequency of auditing? <--- Score

85. Do you require a time stamp against data to save for auditing purposes? <--- Score

86. How will input, process, and output variables be checked to detect for suboptimal conditions? <--- Score

87. What are your cloud deployment plans for integration? <--- Score

88. Will the infrastructure scale? <--- Score

89. How does the Security Gateway protect against replay attacks? <--- Score

90. How will the day-to-day responsibilities for monitoring and continual improvement be transferred from the improvement team to the process owner? <--- 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 MuleSoft Developer 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. How important are technologies to the future of your business? <--- Score

2. How will you know if you have succeeded?

<--- Score

3. What percentage of your organizations revenue is generated from APIs and API-related implementations? <--- Score

4. What is the best way to partner with Microsoft? <--- Score

5. Does your organization have the skills and resources to build and operate a platform? <--- Score

6. What are the commonalities in the evolution policies for web APIs? <--- Score

7. How Does Web Service API Evolution Affect Clients? <--- Score

8. What hinders the emergence of API initiatives at your organization? <--- Score

9. Are you relying on technology too much in customer service? <--- Score

10. Does the API give you competitive advantage? <--- Score

11. Are you trying to imbue knowledge to employees and foster the next wave of API programmers? <--- Score

12. What do the customer service representatives do now? <--- Score

13. Will the web portal be used for public and/or internal use? <--- Score

14. How do you know what happened? <--- Score

15. Who owns API governance? <--- Score

16. Which type of application should you add? <--- Score

17. Are there any specific numbers or metrics you aim for to know if something is successful? <--- Score

18. Does your organization have an API strategy? <--- Score

19. Authorization: what can you do with the API? <--- Score

20. Ad targeting: how do you increase the efficiency of your ad campaigns? <--- Score

21. What are the top obstacles to completing digital transformation? <--- Score

22. Do you have active directory, openldap that can be used for the web portal authentication and authorization?

<--- Score

23. What will make you successful at implementing a hybrid cloud architecture? <--- Score

24. Can your organizations technical group handle network configuration for the mobile devices to be used on this network? <--- Score

25. What unique information do you have to offer? <--- Score

26. Should branding link to the API providers home page at all times? <--- Score

27. How do you start leveraging APIs now? <--- Score

28. A Gps, camera might be useful in conjunction with your APIs? <--- Score

29. How do you set up s and permissions? <--- Score

30. Does it look professional? <--- Score

31. Is it worth it? <--- Score

32. What do you want to achieve? <--- Score

33. Is an xml API provided by the proposed system? <--- Score

34. What do you expect from this API? <--- Score

35. How do you keep API threats out? <--- Score

36. Is your it team ready for digital transformation? <--- Score

37. Where does the money come from? <--- Score

38. Why are you doing it and who is it for? <--- Score

39. Do you have pre-built APIs? <--- Score

40. How do you generate an API call? <--- Score

41. When are you going to do it? <--- Score

42. Who is creating the products that you will be distributing to your own customer base? <--- Score

43. How do you manage all the API environments that are being requested? <--- Score

44. Pressure test conducted on tank according to current PEI RP 100 or API 1615? <--- Score

45. Is your software scalable? <--- Score

46. Who gets access to APIs? <--- Score

47. How are you engaging with more organizations that have adopted an API management strategy and see if you can increase your productivity? <--- Score

48. Is the API usable? <--- Score

49. How is your API traffic trending over time?

<--- Score

50. What is the projects business model or sustainability model? <--- Score

51. Has your organization made significant progress towards digital transformation? <--- Score

52. Are there additional customer segments that you could address? <--- Score

53. How to consume the APIs? <--- Score

54. How will you manage the API lifecycle from the idea stage to decommissioning? <--- Score

55. Which identity technologies do you integrate with your API Gateways? <--- Score

56. What is new about what you do? <--- Score

57. You must answer the question: Why does your API exist in the first place? <--- Score

58. How does your organization ensure success for the s of its APIs? <--- Score

59. Is the API desirable? <--- Score

60. Which API is going to have wider market appeal? <--- Score

61. What kinds of marketing channels are used to reach new customers? <--- Score

62. How does it help consumers? <--- Score

63. How does your organization establish suitable security and permissions for all parties? <--- Score

64. Why it is used? <--- Score

65. Surface area: how much of your API should your helper library cover? <--- Score

66. How do you use APIs to amplify existing revenue streams? <--- Score

67. How do teams think through securely orchestrating various aspects of API lifecycle? <--- Score

68. Who are your partners in value creation and how do they contribute? <--- Score

69. What sort of organizations adopt API technologies?

<--- Score

70. Is it easy to use? <--- Score

71. Who are the new players in the Open API economy? <--- Score

72. What are the disadvantages of API centric web applications? <--- Score

73. Search quality: what is in your customers search? <--- Score

74. What should the breadth of your transaction services portfolio be? <--- Score

75. The API economy: why does it matter? <--- Score

76. Who is doing what?

<--- Score

77. Who are your organizations domain experts specific to the softwares areas of applicability? <--- Score

78. What sorts of models should be built and how? <--- Score

79. How are you going to maintain your API? <--- Score

80. How many new interactions are you seeing through your API? <--- Score

81. What makes an API demo unforgettable? <--- Score

82. What information are you currently making available on your web site? <--- Score

83. Are you using APIs to gain competitive advantage? <--- Score

84. Which open source license does it use? <--- Score

85. How prepared is your IT team to address corresponding technologies today? <--- Score

86. How it is used? <--- Score

87. Did you use any API test tools? <--- Score

88. Would it be more safe/secure to outsource the management of your business systems? <--- Score

89. Are there third party platforms that you should connect to? <--- Score

90. Why are you thinking of doing APIs? <--- Score

91. Why should someone use your API? <--- Score

92. What part of your business could you let suppliers or s create? <--- Score

93. What else should you do? <--- Score

94. Do you agree with the information and payment functionality that will be available to AISPs and PISPs? <--- Score

95. Why are they important? <--- Score

96. Attackers, known s or anonymous, send in attacks. Do your applications or APIs detect the attack?

<--- Score

97. What Are you Protecting? <--- Score

98. What happens if the API changes? <--- Score

99. How do you integrate the API ? <--- Score

100. Does your organization have an information classification and handling policy? <--- Score

101. Given an ssl library, how do you model correct use of the API to facilitate detection? <--- Score

102. If you could change your API, how would you? <--- Score

103. What is involved in the creation of APIs? <--- Score

104. Are you behind on digital transformation goals? <--- Score

105. Does the proposed system provide an API or agent or other method for integrating with other third-party systems by parties other than the vendor? <--- Score

106. What is a consistent attribute across successful API programs? <--- Score

107. Which employee applications can access APIs? <--- Score

108. Are there benchmarks for how / what competitors are doing in this space? <--- Score

109. What is the semantic behind the parameters that have to be used to call the service/API?

<--- Score

110. Can the API be accessed by a remote system? <--- Score

111. Why would someone want to use your API? <--- Score

112. How can you add greater value to your product by adding a layer of services? <--- Score

113. How do you implement your license? <--- Score

114. How do you make money from this? <--- Score

115. Who has the responsibility, the customer or your organization that delivered the integration implementation? <--- Score

116. How do you trust incoming API calls? <--- Score

117. Does you provide technical for API s? <--- Score

118. Can you view a history of activity or API iterations? <--- Score

119. How do you manage the consumption of APIs across the enterprise? <--- Score

120. Is fintech eating the world of financial services, one API after another? <--- Score

121. What is your system for cross-domain identity management? <--- Score

122. What version are you running? <--- Score

123. What must you do internally to and maintain the system? <--- Score

124. What are your core competencies? <--- Score

125. What are the variables that influence the amount of mortgage applications? <--- Score

126. Which option should you select? <--- Score

127. Can API be provided as customizations to integrate with third party systems? <--- Score

128. How is the network protected? <--- Score

129. Will you provide an example workflow which incorporates this API utilization?

<--- Score

130. How do you maintain the level of quality? <--- Score

131. How can tools and collaborative features be used to the API Lifecycle Management? <--- Score

132. Is the API valuable? <--- Score

133. Traffic sources: are functions within the API being called through your own web application or a third party application? <--- Score

134. Where do you put the relationship? <--- Score

135. What information is the web portal expected to publish? <--- Score

136. Which features are not being used? <--- Score

137. What does it allow you to do? <--- Score

138. Partners who want to rely on the Graph Security API can do so either as a consumer or client, or as a security provider, or both? <--- Score

139. What does this mean for consumers? <--- Score

140. What APIs the client credentials flow? <--- Score

141. What can potentially accelerate the adoption of API initiatives at your organization? <--- Score

142. Have you started experimenting with API sandboxes? <--- Score

143. What are the most significant benefits to your organization of using an Open Banking Ecosystem platform? <--- Score

144. How is patching performed? <--- Score

145. Can more robust protections be put in place to protect people who wish to block app and in-app purchases more permanently? <--- Score

146. Approximately how many applications does your organization currently integrate? <--- Score

147. Is the API credible? <--- Score

148. What is the unique value that you can offer? <--- Score

149. Are you considering the launch of an Open API Initiative in the next 12 months? <--- Score

150. What is an adequate number of API message parameters and how should such parameters be structured? <--- Score

151. How much should you charge for access to your service? <--- Score

152. What kind of reports should be generated? <--- Score

153. How much progress has IT made on meeting your organizations digital transformation goal? <--- Score

154. What other options do you have? <--- Score

155. Have you started experimenting with API sandboxes and hackathons?

<--- Score

156. What are the third party certifications your organization has in regards to sustainable business practices? <--- Score

157. How do you audit API calls? <--- Score

158. And what could this mean for the bottom line? <--- Score

159. How will you engage s to ? <--- Score

160. Can your organization establish and maintain connectivity between facilities and the wireless network service providers infrastructure? <--- Score

161. Did you use API build or integration tools? <--- Score

162. Who will be distributing your organizations products and services via an Open API to existing and new customers? <--- Score

163. Can you switch easily to a new tool? <--- Score

164. What is its purpose? <--- Score

165. Should you use the Web API in plugins? <--- Score

166. How well can a generic network API sit on top of SIP? <--- Score

167. What if you have concerns or a complaint? <--- Score

168. What experience or service challenges are you facing? <--- Score

169. What of the effects on your staff? <--- Score

170. Where do you interact with your customers? <--- Score

171. Which configuration should you use? <--- Score

172. What kind of value is delivered? <--- Score

173. What capacity do retailers have to introduce personalised protections and restrictions for customers? <--- Score

174. Which are your organizations main strengths? <--- Score

175. What are the security concerns on the enabling technologies used?

<--- Score

176. What are you doing wrong? <--- Score

177. What can you do with it? <--- Score

178. How do you enforce consistent security policies in a highly distributed system like SOA? <--- Score

179. Is the API discoverable? <--- Score

180. Where do you communicate directly with your s? <--- Score

181. How can you provide ? <--- Score

182. Is there interest in Mobility? <--- Score

183. Who could use the Microsoft Graph Security API? <--- Score

184. Do the REST APIs matter? <--- Score

185. Have you rewritten API scripts if necessary? <--- Score

186. Is API management enough in ecoming a digital business? <--- Score

187. How much do you have to pay per incident, or per year? <--- Score

188. What is the core business of your business/organization? <--- Score

189. Who benefits from your products and services? <--- Score

190. What are the expectations for the web portal functionality? <--- Score

191. How has the transition to restful APIs affected your software engineering practices, enterprise architecture consideration, and that side of things? <--- Score

192. What holes could your business fill within the API economy? <--- Score

193. What kinds of information do you collect? <--- Score

194. What mechanisms in your organization would allow you to accept input from s? <--- Score

195. How do you manage your applications and projects?

<--- Score

196. How hard is this to set up and maintain? <--- Score

197. What is the relevance of your security group? <--- Score

198. What business outcomes are you trying to achieve with digital transformation? <--- Score

199. How will the model be verified and validated? <--- Score

200. What do your customers have to say? <--- Score

201. What are the barriers to entry? <--- Score

202. How many new s are you getting? <--- Score

203. On average, how long does it take your organization to launch a new product or service? <--- Score

204. How do you retain s? <--- Score

205. What are the key takeaways for banks in this new Open API economy? <--- Score

206. What is your strategy for API management? <--- Score

207. Is customer experience your differentiator? <--- Score

208. Do you manage APIs as products? <--- Score

209. What barriers did you encounter? <--- Score

210. How have other companies reaped the benefits of API Monetization? <--- Score

211. Can you use this with SharePoint? <--- Score

212. What influence have third-party API specification changes? <--- Score

213. How can you enable new business models? <--- Score

214. How do you convince people to put efforts into an API program? <--- Score

215. Are you ready to move forward, faster? <--- Score

216. Does the API gateway allow auto scaling? <--- Score

217. How do you have to design the API program to achieve what you want? <--- Score

218. Particular type of wireless network, or on a specific providers network(s)? <--- Score

219. Product and service distribution: Who is distributing your organizations products and services via an open API to existing and new customers? <--- Score

220. How do you handle SSO for API calls? <--- Score

221. How do you secure your APIs? <--- Score

222. What are the key operational challenges to succeeding in an Open API economy? <--- Score

223. How can you ensure the API service is secure? <--- Score

224. How easy is it for s to discover your APIs? <--- Score

225. Specifically, what will it do to you or your business? <--- Score

226. How do you secure senior management commitment? <--- Score

227. Does your organization have an internal API styleguide? <--- Score

228. Are you ready for the API long haul? <--- Score

229. How can governance be used to achieve the wide range of performance expectations? <--- Score

230. How important is the API for your business? <--- Score

231. Do you agree that the government should extend the right of termination to overdrawn current s? <--- Score

232. What is in it for Enterprise Organizations? <--- Score

233. Does your organization have one or more existing directories (e.g., Active Directory, OpenLDAP) that can be used for the web portal authentication and authorization? <--- Score

234. What does it take for s to be onboarded? <--- Score

235. What are the advantages for consumers? <--- Score

236. What is an adequate number of API message parameters and how should corresponding parameters be structured? <--- Score

237. Which workflows can move to the public and private clouds, respectfully? <--- Score

238. Which partner applications can access APIs? <--- Score

239. What are the contractual obligations with the service provider? <--- Score

240. What is next in its evolution? <--- Score

241. Will there be a phased approach to the migration? <--- Score

242. Do you agree with the proposed approach to consent, authentication and communication? <--- Score

243. How is the API deployed and versioned, and how is this information communicated to s? <--- Score

244. Can you do better? <--- Score

245. Should the API follow the rest or soap architectural style? <--- Score

246. Internal, partner or open APIs: which is right for your business model? <--- Score

247. Do you agree with the governments proposed approach to access to payment systems and payment services? <--- Score

248. How do you convince business leaders to adopt an API strategy into your business curriculum? <--- Score

249. What is the API component framework? <--- Score

250. Is the cybersecurity policy reviewed or audited? <--- Score

251. What if you have a question? <--- Score

252. Who is your target audience? <--- Score

253. How can you create a self-exclusion regime that applies to lenders who do not use Credit Reference Agencies? <--- Score

254. How do you deal with undesired API usage? <--- Score

255. Does it integrate with the apps you use? <--- Score

256. Can you opt out of using such services? <--- Score

257. What activities are essential to keep in-house? <--- Score

258. What types of networks emerge? <--- Score

259. What would motivate your suppliers and s to let you know more about them? <--- Score

260. Is a soap API provided by the proposed system? <--- Score

261. What type of relationship do you have to customers and s?

<--- Score

262. What do you want? <--- Score

263. Will the API be listed in a catalog? <--- Score

264. Are you devops ready? <--- Score

265. Where would you put them to work? <--- Score

266. Where does the business get customers from? <--- Score

267. Asynchronous operations: is your API mostly consumed by web browsers, mobile devices, or backend code? <--- Score

268. Which tool should you use? <--- Score

269. How will new regulations affect the different types of banks? <--- Score

270. Who do you deliver value to? <--- Score

271. Do you have an API product management strategy to build partnership models? <--- Score

272. Is it secure? <--- Score

273. How can you increase adoption of your APIs? <--- Score

274. What does success look like for this project? <--- Score

275. Why should you use it? <--- Score

276. What is the customer lifetime value and churn rate? <--- Score

277. Can the system be used for its intended purpose? <--- Score

278. What kind of services could be provided? <--- Score

279. How do you achieve this transformation at the application layer? <--- Score

280. Is it for mobile market penetration? <--- Score

281. What are the components of each API lifecycle phase? <--- Score

282. Why have you been asked? <--- Score

283. How does scm fit in with continuous delivery? <--- Score

284. Who can you at MuleSoft with questions? <--- Score

285. Why do you want to transform? <--- Score

286. How can you make an API consumable or useful? <--- Score

287. Will any system accessed by the federated search return more than one record type? <--- Score

288. What is the API Economy, what is it to your organization?

<--- Score

289. What sorts of game engine or software libraries will be used? <--- Score

290. How much progress has your organization made on digital transformation? <--- Score

291. What rights do you have? <--- Score

292. Which channels are you using to reach your customers? <--- Score

293. Which workflows cannot move to the public and private clouds? <--- Score

294. What is the first thing you expect to see when you start using a new app? <--- Score

295. Are you building your API for your applications customers? <--- Score

296. Who is doing the research? <--- Score

297. Are you prepared to answer questions? <--- Score

298. What information is public, what is private? <--- Score

299. Who is expected to participate in the project, and why? <--- Score

300. What is your greatest frustration with the API? <--- Score

301. How can an API First strategy for partner integration help you build deeper B2B relationships and thrive in the digital economy? <--- Score

302. Is it really New ? <--- Score

303. Is it secure along the entire connection path? <--- Score

304. Do they offer training materials? <--- Score

305. Is your organization executing on digital transformation initiatives? <--- Score

306. Based on your design, how can it practically be implemented in a working prototype? <--- Score

307. What is the future of the API economy? <--- Score

308. How do you convince business leaders to adopt an API strategy into business curriculum?

<--- Score

309. Who has access to the application? <--- Score

310. If your rest API is fine, can you get away without having an sdk? <--- Score

311. Which connectors permit API key authentication? <--- Score

312. Does your bank have access to capital in order to execute its growth strategy? <--- Score

313. Are you trying to monetize your public API? <--- Score

314. How many years of experience do you have in integrating with web APIs? <--- Score

315. Do you agree with the governments interpretation of the limited network and commercial agent exemptions? <--- Score

316. What information is most important to a ? <--- Score

317. How is a particular API or implementation version of a given API retrieved? <--- Score

318. How did you design the API? <--- Score

319. How do you know who is using your service and how much? <--- Score

320. How do you for the value of the API in the first five minutes? <--- Score

321. What additional aspects of API Security will you apply? <--- Score

322. Does your organization use APIs for apps which are available internally or to third parties? <--- Score

323. Any testing software currently being used? <--- Score

324. Will it be worthwhile? <--- Score

325. Should you do it? <--- Score

326. Does your program have to go through a third party API or layer? <--- Score

327. How do you get permission? <--- Score

328. Are soap APIs ed?

<--- Score

329. What is your API sandbox? <--- Score

330. Open banking is a new concept in the field of financial services. The first question to ask is what are the advantages for consumers? <--- Score

331. How can varying levels of API authentication, depending on security criticality, be implemented? <--- Score

332. What makes an agile API? <--- Score

333. Recommendation engine: how do you predict customer preferences? <--- Score

334. Which mobile platforms are you targeting? <--- Score

335. What value does the API create for your organization? <--- Score

336. Any on the errors you receive for uned APIs? <--- Score

337. Does the technical design adhere to and for the functional being requested in the functional specification? <--- Score

338. Will the interface be able to this? <--- Score

339. What is the maturity level of the API Exploratory, or in production beta or live? <--- Score

340. What does all this mean for the future of insurance? <--- Score

341. Does it have an API system? <--- Score

342. Which one should you use, and when? <--- Score

343. How do you authentication information to a web service configured on mule? <--- Score

344. What do you use an API for? <--- Score

345. What types of bugs does API testing find? <--- Score

346. Have you made significant progress towards your digital transformation goals? <--- Score

347. PSD2: What does it mean to your organization? <--- Score

348. Is this a mission-critical application?

<--- Score

349. What business functions should be made available, and at what level of granularity? <--- Score

350. How complex do you consider the API to be on properties? <--- Score

351. Which API call should you make? <--- Score

352. Does your organization have an API design guide? <--- Score

353. What are the and conditions of the API usage? <--- Score

354. What key capabilities do you look for in an API runtime? <--- Score

355. What feature do you find most important in office applications? <--- Score

356. How can banks proactively respond to the strategic challenge of the open API economy? <--- Score

357. How do you monetize APIs? <--- Score

358. Who are the people in the API value chain? <--- Score

359. How does it help brokers? <--- Score

360. What is the trend and why is it important? <--- Score

361. Is there an API call to remove multiple s at once in all Marketing Cloud ? <--- Score

362. How do you organize publishers and subscribers in a more efficient way? <--- Score

363. How do you track APIs? <--- Score

364. How is this information shared? <--- Score

365. What business model does your API enable or extend? <--- Score

366. Is it easy? <--- Score

367. Does cloud computing make enterprise architecture irrelevant? <--- Score

368. How can a client calling an API be decoupled from the clients organization?

<--- Score

369. What is your implementation stage for cloud storage? <--- Score

370. Are there operations that you cannot perform? <--- Score

371. Do you have any experience with software integrating using an ESB? <--- Score

372. How do you procure services for the cloud? <--- Score

373. Do you use ontology languages such as Web Ontology Language (OWL) to accommodate numerical calculations? <--- Score

374. How do you manage the ecosystem? <--- Score

375. Who manages the encryption keys? <--- Score

376. What is the average time to launch a new product or service last year? <--- Score

377. What is platform specific and not part of Common API comes in Platform specific API? <--- Score

378. What are the expectations for functional or acceptance testing? <--- Score

379. How do you use it? <--- Score

380. Are you able to componentize and make products from the API offerings? <--- Score

381. How does the web service API evolution affect your clients? <--- Score

382. Are both APIs and web services available? <--- Score

383. Should you open your APIs to everyone, or limit them to partners? <--- Score

384. Is the API layer scalable? <--- Score

385. Are devices or systems in an error condition? <--- Score

386. Is API cloning ed? <--- Score

387. How well do you know your customer? <--- Score

388. How can open API technology innovation in of your existing or potential customer bases?

<--- Score

389. How do you use APIs to create new revenue streams? <--- Score

390. What will it do? <--- Score

391. Does your API platform have API harvesting capabilities? <--- Score

392. What Value Does It Add? <--- Score

393. Do you agree with the governments proposed approach to implementation of the PSDII? <--- Score

394. What kind of clients do you have and are they different from each other? <--- Score

395. If you think of your organization as an API, what would it look like? <--- Score

396. What are the access rights for discovering the API? <--- Score

397. How are you going to implement the service? <--- Score

398. What API explorers available? <--- Score

399. Who is affected and in what ways? <--- Score

400. Are you considering launching an open or a partner-only API initiative in the next 12 months? <--- Score

401. Is the API useful? <--- Score

402. How do you store this and where? <--- Score

403. Are you using the Mule Maven Plugin to build your application? <--- Score

404. Will you open the POST Method for the Web API queries based on FetchXML? <--- Score

405. Are you paying a fair price? <--- Score

406. Perform the necessary research to find who your consumer really is. Who is the key influencer that can communicate the value of your API? <--- Score

407. What kind of content will you have on it? <--- Score

408. Which revenue models are you most likely to implement for use of your

APIs? <--- Score

409. What is your organization trying to achieve with the API? <--- Score

410. Which product management areas of your organization are involved in API projects? <--- Score

411. What is the architecture of a component? <--- Score

412. If you primarily use Yammer or Teams, then why complicate things further by adding another medium to the mix? <--- Score

413. Are you getting all you can out of the API economy? <--- Score

414. Security is the main concern for API management. You are redefining the boundary of your organization so how do you manage it security wise?

<--- Score

415. How often do you communicate? <--- Score

416. What are the tools used to create Business Apps? <--- Score

417. What are the environments in which API Management will be deployed? <--- Score

418. Who will use the API? <--- Score

419. What is the number of API transactions per second/minute/hour/day? <--- Score

420. Are you communicating with a flow or service always located in the same Mule application instance? <--- Score

421. Degree of openness: Are you looking for a completely open platform? <--- Score

422. When is the estimated completion date for the next version? <--- Score

423. Which of your customers are successful and why? <--- Score

424. Where can you go for ? <--- Score

425. Where do you go from here? <--- Score

426. Who will consume the API? <--- Score

427. Do you have a Gateway in place now that API management could integrate into? <--- Score

428. How are you going to monetize your API business strategy? <--- 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 MuleSoft Developer Index at the beginning of the Self-Assessment.

MuleSoft Developer and Managing Projects, Criteria for Project Managers:

1.0 Initiating Process Group: MuleSoft Developer

1. During which stage of Risk planning are risks prioritized based on probability and impact?

2. What must be done?

3. Which of six sigmas dmaic phases focuses on the measurement of internal process that affect factors that are critical to quality?

4. Who are the MuleSoft Developer project stakeholders?

5. Realistic - are the desired results expressed in a way that the team will be motivated and believe that the required level of involvement will be obtained?

6. What is the NEXT thing to do?

7. What were things that you did well, and could improve, and how?

8. If action is called for, what form should it take?

9. Information sharing?

10. Are stakeholders properly informed about the status of the MuleSoft Developer project?

11. Are the changes in your MuleSoft Developer project being formally requested, analyzed, and approved by the appropriate decision makers?

12. Who s, improves, and oversees standardized processes related to the MuleSoft Developer projects program?

13. Have requirements been tested, approved, and fulfill the MuleSoft Developer project scope?

14. Were sponsors and decision makers available when needed outside regularly scheduled meetings?

15. Although the MuleSoft Developer project manager does not directly manage procurement and contracting activities, who does manage procurement and contracting activities in your organization then if not the PM?

16. When are the deliverables to be generated in each phase?

17. How well did you do?

18. What are the inputs required to produce the deliverables?

19. How well did the chosen processes produce the expected results?

20. What areas were overlooked on this MuleSoft Developer project?

1.1 Project Charter: MuleSoft Developer

21. How do you manage integration?

22. When do you use a MuleSoft Developer project Charter?

23. MuleSoft Developer project background: what is the primary motivation for this MuleSoft Developer project?

24. Must Have?

25. Why is a MuleSoft Developer project Charter used?

26. Environmental stewardship and sustainability considerations: what is the process that will be used to ensure compliance with the environmental stewardship policy?

27. What are the constraints?

28. What does it need to do?

29. Will this replace an existing product?

30. Assumptions and constraints: what assumptions were made in defining the MuleSoft Developer project?

31. What metrics could you look at?

32. Pop quiz – which are the same inputs as in the MuleSoft Developer project charter?

33. Market – identify products market, including whether it is outside of the objective: what is the purpose of the program or MuleSoft Developer project?

34. When is a charter needed?

35. What outcome, in measureable , are you hoping to accomplish?

36. Customer: who are you doing the MuleSoft Developer project for?

37. Where does all this information come from?

38. What is in it for you?

39. Success determination factors: how will the success of the MuleSoft Developer project be determined from the customers perspective?

40. What is the most common tool for helping define the detail?

1.2 Stakeholder : MuleSoft Developer

41. Who is managing stakeholder engagement?

42. Is your organization ready for change?

43. How big is the gap?

44. What is the power of the stakeholder?

45. How should employers make voices heard?

46. How much influence do they have on the MuleSoft Developer project?

47. What & Why?

48. How will reports be created?

49. What are the major MuleSoft Developer project milestones requiring communications or providing communications opportunities?

50. Who wants to talk about Security?

51. What opportunities exist to provide communications?

52. Who are the stakeholders?

1.3 Stakeholder Analysis Matrix: MuleSoft Developer

53. What tools would help you communicate?

54. Who will be responsible for managing the outcome?

55. Benefit to whom?

56. How can you counter negative efforts?

57. Information and research?

58. What do you need to appraise?

59. What is your Risk Management?

60. Organizational Applicability?

61. What do people from other organizations see as your organizations weaknesses?

62. What unique or lowest-cost resources does the MuleSoft Developer project have access to?

63. Location and geographical?

64. Resources, assets, people?

65. Who will obstruct/hinder the MuleSoft Developer project if they are not involved?

66. Who are potential allies and opponents?

67. Does your organization have bad debt or cash-flow problems?

68. Where are mitigation costs factored in?

69. Disadvantages of proposition?

70. Processes and systems, etc?

71. Arena: in what fields are the actors active, where are they present?

72. How to measure the achievement of the Immediate Objective?

2.0 Planning Process Group: MuleSoft Developer

73. If task x starts two days late, what is the effect on the MuleSoft Developer project end date?

74. What do you need to do?

75. Is the pace of implementing the products of the program ensuring the completeness of the results of the MuleSoft Developer project?

76. To what extent have public/private national resources and/or counterparts been mobilized to contribute to the programs objective and produce results and impacts?

77. What are the different approaches to building the WBS?

78. Have more efficient (sensitive) and appropriate measures been adopted to respond to the political and socio-cultural problems identified?

79. Just how important is your work to the overall success of the MuleSoft Developer project?

80. To what extent are the visions and actions of the partners consistent or divergent with regard to the program?

81. How does activity resource estimation affect activity duration estimation?

82. What is the difference between the early schedule and late schedule?

83. What will you do to minimize the impact should a risk event occur?

84. In what way has the program contributed towards the issue culture and development included on the public agenda?

85. First of all, should any action be taken?

86. Why do it MuleSoft Developer projects fail?

87. Did you read it correctly?

88. Explanation: is what the MuleSoft Developer project intents to solve a hard question?

89. How well do the team follow the chosen processes?

90. How can you tell when you are done?

91. Is the identification of the problems, inequalities and gaps, with respective causes, clear in the MuleSoft Developer project?

2.1 Project Management Plan: MuleSoft Developer

92. What are the known stakeholder requirements?

93. Was the peer (technical) review of the cost estimates duly coordinated with the cost estimate center of expertise and addressed in the review documentation and certification?

94. Are cost risk analysis methods applied to develop contingencies for the estimated total MuleSoft Developer project costs?

95. What if, for example, the positive direction and vision of your organization causes expected trends to change resulting in greater need than expected?

96. What went right?

97. Development trends and opportunities. What if the positive direction and vision of your organization causes expected trends to change?

98. What data/reports/tools/etc. do program managers need?

99. Does the implementation plan have an appropriate division of

responsibilities?

100. What goes into your MuleSoft Developer project Charter?

101. Is the budget realistic?

102. What are the assigned resources?

103. When is a MuleSoft Developer project management plan created?

104. What is the justification?

105. Who is the MuleSoft Developer project Manager?

106. Are there any scope changes proposed for a previously authorized MuleSoft Developer project?

107. Do there need to be organizational changes?

108. What would you do differently what did not work?

109. Are alternatives safe, functional, constructible, economical, reasonable and sustainable?

110. Do the proposed changes from the MuleSoft Developer project include any significant risks to safety?

111. What are the assumptions?

2.2 Scope Management Plan: MuleSoft Developer

112. Have the procedures for identifying budget variances been followed?

113. How do you handle uncertainty or conflict?

114. What happens to rejected deliverables?

115. How do you plan to control Scope Creep?

116. Has a proper MuleSoft Developer project work location been established that will allow the team to work together with personnel?

117. To whom will the deliverables be first presented for inspection and verification?

118. Is a pmo (MuleSoft Developer project management office) in place and provide oversight to the MuleSoft Developer project?

119. Has a quality assurance plan been developed for the MuleSoft Developer project?

120. Are action items captured and managed?

121. Is the schedule updated on a periodic basis?

122. What if you do not have more detailed information on the report?

123. Are updated MuleSoft Developer project time & resource estimates reasonable based on the current MuleSoft Developer project stage?

124. Are assumptions being identified, recorded, analyzed, qualified and closed?

125. What is the relative power of the MuleSoft Developer project manager?

126. Was the scope definition used in task sequencing?

127. Timeline and milestones?

128. Has the scope management document been updated and distributed to help prevent scope creep?

129. Do MuleSoft Developer project managers participating in the MuleSoft

Developer project know the MuleSoft Developer projects true status first hand?

130. Where do scope processes fit in?

2.3 Requirements Management Plan: MuleSoft Developer

131. Who will perform the analysis?

132. Who will approve the requirements (and if multiple approvers, in what order)?

133. Does the MuleSoft Developer project have a Change Control process?

134. Do you really need to write this document at all?

135. Is any organizational data being used or stored?

136. Business analysis scope?

137. Will the MuleSoft Developer project requirements become approved in writing?

138. Describe the process for rejecting the MuleSoft Developer project requirements. Who has the authority to reject MuleSoft Developer project requirements?

139. How will the information be distributed?

140. Why manage requirements?

141. Do you have an agreed upon process for alerting the MuleSoft Developer project Manager if a request for change in requirements leads to a product scope change?

142. Is infrastructure setup part of your MuleSoft Developer project?

143. What is the earliest finish date for this MuleSoft Developer project if it is scheduled to start on ...?

144. Define the help desk model. who will take full responsibility?

145. Is requirements work dependent on any other specific MuleSoft Developer project or non-MuleSoft Developer project activities (e.g. funding, approvals, procurement)?

146. Are actual resource expenditures versus planned still acceptable?

147. Do you have an appropriate arrangement for meetings?

148. Subject to change control?

149. Is the system software (non-operating system) new to the IT MuleSoft Developer project team?

150. How will requirements be managed?

2.4 Requirements Documentation: MuleSoft Developer

151. How much does requirements engineering cost?

152. How does what is being described meet the business need?

153. What marketing channels do you want to use: e-mail, letter or sms?

154. Where do you define what is a customer, what are the attributes of customer?

155. Can the requirements be checked?

156. How to document system requirements?

157. How much testing do you need to do to prove that your system is safe?

158. What are current process problems?

159. What is the risk associated with cost and schedule?

160. The problem with gathering requirements is right there in the word gathering. What images does it conjure?

161. How do you know when a Requirement is accurate enough?

162. How will requirements be documented and who signs off on them?

163. If applicable; are there issues linked with the fact that this is an offshore MuleSoft Developer project?

164. Who is interacting with the system?

165. Is new technology needed?

166. Validity. does the system provide the functions which best the customers needs?

167. What kind of entity is a problem ?

168. Who provides requirements?

169. What is effective documentation?

2.5 Requirements Traceability Matrix: MuleSoft Developer

170. Why use a WBS?

171. Do you have a clear understanding of all subcontracts in place?

172. How will it affect the stakeholders personally in career?

173. How small is small enough?

174. Describe the process for approving requirements so they can be added to the traceability matrix and MuleSoft Developer project work can be performed. Will the MuleSoft Developer project requirements become approved in writing?

175. Will you use a Requirements Traceability Matrix?

176. Is there a requirements traceability process in place?

177. What percentage of MuleSoft Developer projects are producing traceability matrices between requirements and other work products?

178. What is the WBS?

179. Why do you manage scope?

180. What are the chronologies, contingencies, consequences, criteria?

181. How do you manage scope?

2.6 Project Scope Statement: MuleSoft Developer

182. Write a brief purpose statement for this MuleSoft Developer project. Include a business justification statement. What is the product of this MuleSoft Developer project?

183. Is the plan under configuration management?

184. Change management vs. change leadership - what is the difference?

185. Will the risk plan be updated on a regular and frequent basis?

186. If there are vendors, have they signed off on the MuleSoft Developer project Plan?

187. Is there a Quality Assurance Plan documented and filed?

188. What are the major deliverables of the MuleSoft Developer project?

189. Are there specific processes you will use to evaluate and approve/reject changes?

190. Are the meetings set up to have assigned note takers that will add action/issues to the issue list?

191. How will you the accuracy of the work of the MuleSoft Developer project, and what constitutes acceptance of the deliverables?

192. Has a method and process for requirement tracking been developed?

193. Identify how your team and you will create the MuleSoft Developer project scope statement and the work breakdown structure (WBS). Document how you will create the MuleSoft Developer project scope statement and WBS, and make sure you answer the following questions: In defining MuleSoft Developer project scope and the WBS, will you and your MuleSoft Developer project team be using methods defined by your organization, methods defined by the MuleSoft Developer project management office (PMO), or other methods?

194. Is there a baseline plan against which to measure progress?

195. MuleSoft Developer project lead, team lead, solution architect?

196. Were potential customers involved early in the planning process?

197. Does the scope statement still need some clarity?

198. Is the plan for your organization of the MuleSoft Developer project resources adequate?

199. What are the defined meeting materials?

200. How often do you estimate that the scope might change, and why?

2.7 Assumption and Constraint Log: MuleSoft Developer

201. What is positive about the current process?

202. Are there nonconformance issues?

203. Are you meeting your customers expectations consistently?

204. Are there processes in place to ensure internal consistency between the source code components?

205. Are there processes defining how software will be developed including development methods, overall timeline for development, software product standards, and traceability?

206. Is the current scope of the MuleSoft Developer project substantially different than that originally defined in the approved MuleSoft Developer project plan?

207. Was the document/deliverable developed per the appropriate or required standards (for example, Institute of Electrical and Electronics Engineers standards)?

208. Should factors be unpredictable over time?

209. Security analysis has access to information that is sanitized?

210. Have all stakeholders been identified?

211. If it is out of compliance, should the process be amended or should the Plan be amended?

212. What weaknesses do you have?

213. How can constraints be violated?

214. What do you audit?

215. Has a MuleSoft Developer project Communications Plan been developed?

216. Does the MuleSoft Developer project have a formal MuleSoft Developer project Plan?

217. Have adequate resources been provided by management to ensure MuleSoft

Developer project success?

218. Do documented requirements exist for all critical components and areas, including technical, business, interfaces, performance, security and conversion requirements?

219. Does a documented MuleSoft Developer project organizational policy & plan (i.e. governance model) exist?

2.8 Work Breakdown Structure: MuleSoft Developer

220. Is the work breakdown structure (wbs) defined and is the scope of the MuleSoft Developer project clear with assigned deliverable owners?

221. When do you stop?

222. When does it have to be done?

223. Where does it take place?

224. Do you need another level?

225. Is it still viable?

226. How much detail?

227. What is the probability of completing the MuleSoft Developer project in less that xx days?

228. Why is it useful?

229. Who has to do it?

230. How many levels?

231. Why would you develop a Work Breakdown Structure?

232. How big is a work-package?

233. How will you and your MuleSoft Developer project team define the MuleSoft Developer projects scope and work breakdown structure?

234. How far down?

235. Is it a change in scope?

236. Can you make it?

2.9 WBS Dictionary: MuleSoft Developer

237. The anticipated business volume?

238. Are all elements of indirect expense identified to overhead cost budgets of MuleSoft Developer projections?

239. Are work packages assigned to performing organizations?

240. Is the entire contract planned in time-phased control s to the extent practicable?

241. Are all authorized tasks assigned to identified organizational elements?

242. Is each control assigned to a single organizational element directly responsible for the work and identifiable to a single element of the CWBS?

243. Are the responsibilities and authorities of each of the above organizational elements or managers clearly defined?

244. Are data elements reconcilable between internal summary reports and reports forwarded to us?

245. Detailed schedules which control and work package start and completion dates/events?

246. The total budget for the contract (including estimates for authorized and unpriced work)?

247. Does the contractors system provide for determination of price variance by comparing planned Vs actual commitments?

248. Are the overhead pools formally and adequately identified?

249. Are the variances between budgeted and actual indirect costs identified and analyzed at the level of assigned responsibility for control (indirect pool, department, etc.)?

250. Changes in the current direct and MuleSoft Developer projected base?

251. Are control s opened and closed based on the start and completion of work contained therein?

252. How detailed should a MuleSoft Developer project get?

253. Do the lines of authority for incurring indirect costs correspond to the lines

of responsibility for management control of the same components of costs?

2.10 Schedule Management Plan: MuleSoft Developer

254. Are the activity durations realistic and at an appropriate level of detail for effective management?

255. Is a process defined for baseline approval and control?

256. Is a pmo (MuleSoft Developer project management office) in place and provide oversight to the MuleSoft Developer project?

257. What strengths do you have?

258. Have stakeholder abilities & responsibilities been clearly defined?

259. Are written status reports provided on a designated frequent basis?

260. Were MuleSoft Developer project team involved in the development of activity & task decomposition?

261. Are MuleSoft Developer project team involved in detailed estimating and scheduling?

262. Why time management?

263. Can be realistically shortened (the duration of subsequent tasks)?

264. Are all attributes of the activities defined, including risk and uncertainty?

265. Is a process for scheduling and reporting defined, including forms and formats?

266. Quality assurance overheads?

267. Has a quality assurance plan been developed for the MuleSoft Developer project?

268. Does the detailed work plan match the complexity of tasks with the capabilities of personnel?

269. Are risk oriented checklists used during risk identification?

270. Have the key elements of a coherent MuleSoft Developer project management strategy been established?

271. Are risk triggers captured?

272. Is the correct WBS element identified for each task and milestone in the IMS?

2.11 Activity List: MuleSoft Developer

273. How should ongoing costs be monitored to try to keep the MuleSoft Developer project within budget?

274. Is there anything planned that does not need to be here?

275. What did not go as well?

276. How do you determine the late start (LS) for each activity?

277. What is the LF and LS for each activity?

278. The wbs is developed as part of a t planning session. and how do you know that youhave done this right?

279. Who will perform the work?

280. What will be performed?

281. What is the probability the MuleSoft Developer project can be completed in xx weeks?

282. What went wrong?

283. Is infrastructure setup part of your MuleSoft Developer project?

284. Where will it be performed?

285. How will it be performed?

286. What are the critical bottleneck activities?

287. When do the individual activities need to start and finish?

288. Should you include sub-activities?

289. How difficult will it be to do specific activities on this MuleSoft Developer project?

290. When will the work be performed?

291. Are the required resources available or need to be acquired?

2.12 Activity Attributes: MuleSoft Developer

292. Can more resources be added?

293. Where else does it apply?

294. How else could the items be grouped?

295. Can you re-assign any activities to another resource to resolve an overallocation?

296. Have you identified the Activity Leveling Priority code value on each activity?

297. Are the required resources available?

298. Have constraints been applied to the start and finish milestones for the phases?

299. Activity: what is Missing?

300. Does your organization of the data change its meaning?

301. Would you consider either of corresponding activities an outlier?

302. How many days do you need to complete the work scope with a limit of X number of resources?

303. How difficult will it be to complete specific activities on this MuleSoft Developer project?

304. Has management defined a definite timeframe for the turnaround or MuleSoft Developer project window?

305. Activity: what is In the Bag?

306. Do you feel very comfortable with your prediction?

307. Time for overtime?

308. How many resources do you need to complete the work scope within a limit of X number of days?

309. Why?

310. Which method produces the more accurate cost assignment?

2.13 Milestone List: MuleSoft Developer

311. What is the market for your technology, product or service?

312. Obstacles faced?

313. What specific improvements did you make to the MuleSoft Developer project proposal since the previous time?

314. How do you manage time?

315. What has been done so far?

316. What are your competitors vulnerabilities?

317. Insurmountable weaknesses?

318. Loss of key staff?

319. Continuity, supply chain robustness?

320. Calculate how long can activity be delayed?

321. How difficult will it be to do specific activities on this MuleSoft Developer project?

322. What is your organizations history in doing similar activities?

323. Competitive advantages?

324. How late can the activity start?

325. Can you derive how soon can the whole MuleSoft Developer project finish?

326. Political effects?

327. Sustaining internal capabilities?

328. Marketing - reach, distribution, awareness?

329. Legislative effects?

2.14 Network Diagram: MuleSoft Developer

330. If a current contract exists, can you provide the vendor name, contract start, and contract expiration date?

331. If x is long, what would be the completion time if you break x into two parallel parts of y weeks and z weeks?

332. Exercise: what is the probability that the MuleSoft Developer project duration will exceed xx weeks?

333. What activity must be completed immediately before this activity can start?

334. What controls the start and finish of a job?

335. What are the Key Success Factors?

336. How difficult will it be to do specific activities on this MuleSoft Developer project?

337. Which type of network diagram allows you to depict four types of dependencies?

338. Will crashing x weeks return more in benefits than it costs?

339. What activities must occur simultaneously with this activity?

340. What job or jobs could run concurrently?

341. What are the Major istrative Issues?

342. What is the probability of completing the MuleSoft Developer project in less that xx days?

343. What is the completion time?

344. Where do schedules come from?

345. If the MuleSoft Developer project network diagram cannot change and you have extra personnel resources, what is the BEST thing to do?

346. What are the tools?

347. How confident can you be in your milestone dates and the delivery date?

348. What activities must follow this activity?

2.15 Activity Resource Requirements: MuleSoft Developer

349. Do you use tools like decomposition and rolling-wave planning to produce the activity list and other outputs?

350. When does monitoring begin?

351. Are there unresolved issues that need to be addressed?

352. Anything else?

353. What is the Work Plan Standard?

354. How many signatures do you require on a check and does this match what is in your policy and procedures?

355. Other in specific areas?

356. Which logical relationship does the PDM use most often?

357. What are constraints that you might find during the Human Resource Planning process?

358. How do you handle petty cash?

359. Why do you do that?

2.16 Resource Breakdown Structure: MuleSoft Developer

360. Who needs what information?

361. Who delivers the information?

362. Who is allowed to perform which functions?

363. Any changes from stakeholders?

364. What is MuleSoft Developer project communication management?

365. Is predictive resource analysis being done?

366. Why do you do it?

367. Which resources should be in the resource pool?

368. What is the number one predictor of a groups productivity?

369. Changes based on input from stakeholders?

370. Who will use the system?

371. How difficult will it be to do specific activities on this MuleSoft Developer project?

372. Why is this important?

373. The list could probably go on, but, the thing that you would most like to know is, How long & How much?

2.17 Activity Duration Estimates: MuleSoft Developer

374. Does a process exist to determine the probability of risk events?

375. Describe MuleSoft Developer project integration management in your own words. How does MuleSoft Developer project integration management relate to the MuleSoft Developer project life cycle, stakeholders, and the other MuleSoft Developer project management knowledge areas?

376. Does a process exist to determine the potential loss or gain if risk events occur?

377. Will new hardware or software be required for servers or client machines?

378. Explanation notice how many choices are half right?

379. Will it help promote wellness at your organization and reduce insurance costs?

380. What are the main types of goods and services being outsourced?

381. Are team building activities completed to improve team performance?

382. What are the advantages and disadvantages of PERT?

383. How can you use Microsoft MuleSoft Developer project and Excel to assist in MuleSoft Developer project risk management?

384. Which is the BEST MuleSoft Developer project management tool to use to determine the longest time the MuleSoft Developer project will take?

385. Do your results resemble a normal distribution?

386. Are activity duration estimates documented?

387. Research risk management software. Are many products available?

388. Is action taken to increase the effectiveness and efficiency of MuleSoft Developer projects?

389. What are two suggestions for ensuring adequate change control on MuleSoft Developer projects that involve outside contracts?

390. Why is outsourcing growing so rapidly?

391. Are MuleSoft Developer project results verified and MuleSoft Developer project documents archived?

392. What are some general rules of thumb for deciding if cost variance, schedule variance, cost performance index, and schedule performance index numbers are good or bad?

393. Does a process exist to identify which qualified resources may be attainable?

2.18 Duration Estimating Worksheet: MuleSoft Developer

394. What utility impacts are there?

395. How can the MuleSoft Developer project be displayed graphically to better visualize the activities?

396. When does your organization expect to be able to complete it?

397. Done before proceeding with this activity or what can be done concurrently?

398. Why estimate costs?

399. What is your role?

400. Value pocket identification & quantification what are value pockets?

401. Define the work as completely as possible. What work will be included in the MuleSoft Developer project?

402. What is cost and MuleSoft Developer project cost management?

403. Is a construction detail attached (to aid in explanation)?

404. Why estimate time and cost?

405. When, then?

406. Does the MuleSoft Developer project provide innovative ways for stakeholders to overcome obstacles or deliver better outcomes?

407. Is this operation cost effective?

408. Is the MuleSoft Developer project responsive to community need?

409. What is an Average MuleSoft Developer project?

410. Will the MuleSoft Developer project collaborate with the local community and leverage resources?

2.19 Project Schedule: MuleSoft Developer

411. Are you working on the right risks?

412. How can slack be negative?

413. Is the structure for tracking the MuleSoft Developer project schedule well defined and assigned to a specific individual?

414. What is MuleSoft Developer project management?

415. What is the difference?

416. How do you use schedules?

417. What does that mean?

418. What are you counting on?

419. How effectively were issues able to be resolved without impacting the

MuleSoft Developer project Schedule or Budget?

420. How can you fix it?

421. How much slack is available in the MuleSoft Developer project?

422. It allows the MuleSoft Developer project to be delivered on schedule. How Do you Use Schedules?

423. Change management required?

424. How does a MuleSoft Developer project get to be a year late ?

425. Is MuleSoft Developer project work proceeding in accordance with the original MuleSoft Developer project schedule?

426. Did the MuleSoft Developer project come in on schedule?

427. What documents, if any, will the subcontractor provide (eg MuleSoft Developer project schedule, quality plan etc)?

428. Are there activities that came from a template or previous MuleSoft Developer project that are not applicable on this phase of this MuleSoft

Developer project?

429. MuleSoft Developer project work estimates Who is managing the work estimate quality of work tasks in the MuleSoft Developer project schedule?

2.20 Cost Management Plan: MuleSoft Developer

430. Are there checklists created to determine if all quality processes are followed?

431. Have all unresolved risks been documented?

432. Is a payment system in place with proper reviews and approvals?

433. Have adequate resources been provided by management to ensure MuleSoft Developer project success?

434. Is the steering committee active in MuleSoft Developer project oversight?

435. Is the MuleSoft Developer project schedule available for all MuleSoft Developer project team to review?

436. Staffing Requirements?

437. Is the quality assurance team identified?

438. Have the reasons why the changes to your organizational systems and capabilities are required?

439. Has a quality assurance plan been developed for the MuleSoft Developer project?

440. Is there a set of procedures defining the scope, procedures, and deliverables defining quality control?

441. The definition of the MuleSoft Developer project scope what needs to be accomplished?

442. Has a provision been made to reassess MuleSoft Developer project risks at various MuleSoft Developer project stages?

443. Are the schedule estimates reasonable given the MuleSoft Developer project?

444. What is an Acceptance Management Process?

445. Is it a MuleSoft Developer project?

2.21 Activity Cost Estimates: MuleSoft Developer

446. How do you allocate indirect costs to activities?

447. What is your organizations history in doing similar tasks?

448. Were you satisfied with the work?

449. What are you looking for?

450. Review – what are some common errors in activities to avoid?

451. Can you delete activities or make them inactive?

452. Measurable - are the targets measurable?

453. Is there anything unique in this MuleSoft Developer projects scope statement that will affect resources?

454. Are data needed on characteristics of care?

455. Were the costs or charges reasonable?

456. What makes a good expected result statement?

457. Was the consultant knowledgeable about the program?

458. Can you change your activities?

459. Scope statement only direct or indirect costs as well?

460. Maintenance Reserve?

461. How do you manage cost?

462. Certification of actual expenditures?

463. What were things that you need to improve?

464. Will you use any tools, such as MuleSoft Developer project management software, to assist in capturing Earned Value metrics?

465. What communication items need improvement?

2.22 Cost Estimating Worksheet: MuleSoft Developer

466. What costs are to be estimated?

467. Is it feasible to establish a control group arrangement?

468. How will the results be shared and to whom?

469. Is the MuleSoft Developer project responsive to community need?

470. 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?

471. What is the purpose of estimating?

472. Identify the timeframe necessary to monitor progress and collect data to determine how the selected measure has changed?

473. What happens to any remaining funds not used?

474. What is the estimated labor cost today based upon this information?

475. Does the MuleSoft Developer project provide innovative ways for stakeholders to overcome obstacles or deliver better outcomes?

476. What info is needed?

477. Will the MuleSoft Developer project collaborate with the local community and leverage resources?

478. Who is best positioned to know and assist in identifying corresponding factors?

479. What can be included?

480. What will others want?

481. Ask: are others positioned to know, are others credible, and will others cooperate?

482. What additional MuleSoft Developer project(s) could be initiated as a result of this MuleSoft Developer project?

2.23 Cost Baseline: MuleSoft Developer

483. Is the requested change request a result of changes in other MuleSoft Developer project(s)?

484. How likely is it to go wrong?

485. Are there contingencies or conditions related to the acceptance?

486. Who will use corresponding metrics ?

487. Are you meeting with your team regularly?

488. Why do you manage cost?

489. For what purpose ?

490. Have all approved changes to the schedule baseline been identified and impact on the MuleSoft Developer project documented?

491. Have you identified skills that are missing from your team?

492. How long are you willing to wait before you find out were late?

493. What deliverables come first?

494. Has training and knowledge transfer of the operations organization been completed?

495. Has the documentation relating to operation and maintenance of the product(s) or service(s) been delivered to, and accepted by, operations management?

496. What can go wrong?

497. Has the MuleSoft Developer projected annual cost to operate and maintain the product(s) or service(s) been approved and funded?

498. MuleSoft Developer project goals -should others be reconsidered?

499. How fast?

500. At which frequency ?

2.24 Quality Management Plan: MuleSoft Developer

501. What would you gain if you spent time working to improve this process?

502. Was trending evident between audits?

503. How do you field-modify testing procedures?

504. How are records kept in the office?

505. How does your organization perform analyzes to assess overall organizational performance and set priorities?

506. How are changes approved?

507. Do you keep back-up copies of any data?

508. Have you eliminated all duplicative tasks or manual efforts, where appropriate?

509. Are there trends or hot spots?

510. What key performance indicators does your organization use to measure, manage, and improve key processes?

511. How are calibration records kept?

512. What data do you gather/use/compile?

513. Were there any deficiencies / issues identified in the prior years selfassessment?

514. How do you decide who is responsible for g the data reports?

515. Was trending evident between reviews?

516. How does training what is important to your organization and the individual?

517. How do you check in-coming sample material?

518. What is quality planning ?

519. How are people conducting sampling trained?

520. Were there any deficiencies / issues in prior years self-assessment?

2.25 Quality Metrics: MuleSoft Developer

521. Is quality culture a competitive advantage?

522. Is a risk containment plan in place?

523. The metrics–what is being considered?

524. What is the benchmark?

525. How can the effectiveness of each of the activities be measured?

526. What does this tell us?

527. Subjective quality component: customer satisfaction, how do you measure it?

528. What do you measure?

529. What forces exist that would cause them to change?

530. What metrics are important and most beneficial to measure?

531. How do you know if everyone is trying to improve the right things?

532. When will the Final Guidance will be issued?

533. How do you communicate results and findings to upper management?

534. Which data do others need in one place to target areas of improvement?

535. Have risk areas been identified?

536. Filter visualizations of interest?

537. Has it met internal or external standards?

538. Does risk analysis documentation meet standards?

539. How should customers provide input?

540. Do you know how much profit a 10% decrease in waste would generate?

2.26 Process Improvement Plan: MuleSoft Developer

541. What is the return on investment?

542. How do you measure?

543. What is quality and how will you ensure it?

544. Where do you want to be?

545. Management commitment at all levels?

546. What personnel are the coaches for your initiative?

547. What is the test-cycle concept?

548. How do you manage quality?

549. Where are you now?

550. Are you making progress on the goals?

551. Does your process ensure quality?

552. Purpose of goal: the motive is determined by asking, why do you want to achieve this goal?

553. What actions are needed to address the problems and achieve the goals?

554. Everyone agrees on what process improvement is, right?

555. Have the frequency of collection and the points in the process where measurements will be made been determined?

556. What lessons have you learned so far?

557. The motive is determined by asking, Why do you want to achieve this goal?

558. Why do you want to achieve the goal?

559. Has the time line required to move measurement results from the points of

collection to databases or s been established?

2.27 Responsibility Assignment Matrix: MuleSoft Developer

560. Are people encouraged to bring up issues?

561. Are people afraid to let you know when others are under allocated?

562. Ideas for developing soft skills at your organization?

563. Is work progressively subdivided into detailed work packages as requirements are defined?

564. When performing is split among two or more roles, is the work clearly defined so that the efforts are coordinated and the communication is clear?

565. How can this help you with team building?

566. What cost control tool do many experts say is crucial to MuleSoft Developer project management?

567. Evaluate the performance of operating organizations?

568. Are overhead cost budgets established for each organization which has authority to incur overhead costs?

569. Which MuleSoft Developer project management knowledge area is least mature?

570. Are others working on the right things?

571. What do people write/say on status/MuleSoft Developer project reports?

572. Are authorized changes being incorporated in a timely manner?

573. Identify potential or actual budget-based and time-based schedule variances?

574. What do you do when people do not respond?

575. Changes in the nature of the overhead requirements?

576. Who is going to do that work?

577. Not any rs, as, or cs: if an identified role is only informed, should others be eliminated from the matrix?

578. What can you do to improve productivity?

2.28 Roles and Responsibilities: MuleSoft Developer

579. Was the expectation clearly communicated?

580. What areas would you highlight for changes or improvements?

581. Who: who is involved?

582. Are your policies ive of a culture of quality data?

583. What expectations were met?

584. Is clearly communicated and non-judgmental?

585. Are MuleSoft Developer project team roles and responsibilities identified and documented?

586. What is working well?

587. Who is responsible for implementation activities and where will the

functions, roles and responsibilities be defined?

588. Attainable / achievable: the goal is attainable; can you actually accomplish the goal?

589. Implementation of actions: Who are the responsible units?

590. Be specific; avoid generalities. Thank you and great work alone are insufficient. What exactly do you appreciate and why?

591. Concern: where are you limited or have no authority, where you can not influence?

592. Are your budgets ive of a culture of quality data?

593. What specific behaviors did you observe?

594. What expectations were NOT met?

595. What is working well within your organizations performance management system?

596. What should you do now to ensure that you are exceeding expectations and

excelling in your current position?

597. Once the responsibilities are defined for the MuleSoft Developer project, have the deliverables, roles and responsibilities been clearly communicated to every participant?

2.29 Human Resource Management Plan: MuleSoft Developer

598. Is MuleSoft Developer project work proceeding in accordance with the original MuleSoft Developer project schedule?

599. Who are the people that make up your organization and whom create the success that your organization enjoys as a whole?

600. Are quality metrics defined?

601. Who needs training?

602. What areas were overlooked on this MuleSoft Developer project?

603. MuleSoft Developer project Objectives?

604. Has the schedule been baselined?

605. How well does your organization communicate?

606. How does the proposed individual meet each requirement?

607. Is the current culture aligned with the vision, mission, and values of the department?

608. Is your organization primarily focused on a specific industry?

609. What talent is needed?

610. Do you have the reasons why the changes to your organizational systems and capabilities are required?

611. Are target dates established for each milestone deliverable?

612. Do MuleSoft Developer project managers participating in the MuleSoft Developer project know the MuleSoft Developer projects true status first hand?

613. Are parking lot items captured?

614. MuleSoft Developer project definition & scope?

2.30 Communications Management Plan: MuleSoft Developer

615. What does the stakeholder need from the team?

616. What steps can you take for a positive relationship?

617. Can you think of other people who might have concerns or interests?

618. Timing: when do the effects of the communication take place?

619. Are there common objectives between the team and the stakeholder?

620. Do you have of your team responsible for certain stakeholders?

621. Who will use or be affected by the result of a MuleSoft Developer project?

622. Conflict resolution -which method when?

623. What communications method?

624. Who is responsible?

625. Are the stakeholders getting the information others need, are others consulted, are concerns addressed?

626. Who were proponents/opponents?

627. Who is involved as you identify stakeholders?

628. Are others part of the communications management plan?

629. Do you feel more overwhelmed by stakeholders?

630. In your work, how much time is spent on stakeholder identification?

631. Are others needed?

632. What to know?

633. Who to share with?

2.31 Risk Management Plan: MuleSoft Developer

634. Is the number of people on the MuleSoft Developer project team adequate to do the job?

635. Havent software MuleSoft Developer projects been late before?

636. What did not work so well?

637. How can the process be made more effective or less cumbersome (process improvements)?

638. Which risks should get the attention?

639. How quickly does this item need to be resolved?

640. Was an original risk assessment/risk management plan completed?

641. Why do you need to manage MuleSoft Developer project Risk?

642. Have top software and customer managers formally committed to the MuleSoft Developer project?

643. Are the participants able to keep up with the workload?

644. Financial risk -can your organization afford to undertake the MuleSoft Developer project?

645. Has something like this been done before?

646. Which is an input to the risk management process?

647. Risk categories: what are the main categories of risks that should be addressed on this MuleSoft Developer project?

648. Do requirements put excessive performance constraints on the product?

649. Financial risk: can your organization afford to undertake the MuleSoft Developer project?

650. Have you worked with the customer in the past?

651. Are there alternative opinions/solutions/processes you should explore?

652. Degree of confidence in estimated size estimate?

653. Are end-s enthusiastically committed to the MuleSoft Developer project and the system/product to be built?

2.32 Risk : MuleSoft Developer

654. Does the evidence highlight any areas to advance opportunities or foster good relations. If yes what steps will be taken?

655. Who is going to do it?

656. What is the appropriate level of risk management for this MuleSoft Developer project?

657. Schedule impact/severity estimated range (workdays) assume the event happens, what is the potential impact?

658. Contingency actions - planned actions to reduce the immediate seriousness of the risk when it does occur. What should you do when?

659. What should the audit role be in establishing a risk management process?

660. Are there any gaps in the evidence?

661. Amongst the action plans and recommendations that you have to introduce are there some that could stop or delay the overall program?

662. Methodology: how will risk management be performed on this MuleSoft Developer project?

663. What are your key risks/show istoppers and what is being done to manage them?

664. What could prevent you delivering on the strategic program objectives and what is being done to mitigate corresponding issues?

665. What further options might be available for responding to the risk?

666. What risks might negatively or positively affect achieving the MuleSoft Developer project objectives?

667. What is a Community Risk ?

668. What will be done?

669. What may happen or not go according to plan?

670. What are the assumptions and current status that the assessment of the risk?

671. Is further information required before making a decision?

672. Which key risks have ineffective responses or outstanding improvement actions?

2.33 Probability and Impact Assessment: MuleSoft Developer

673. Who are the international/overseas MuleSoft Developer project partners (equipment supplier/supplier/consultant/contractor) for this MuleSoft Developer project?

674. Which risks need to move on to Perform Quantitative Risk Analysis?

675. How are you working with risks?

676. Should the risk be taken at all?

677. Are the best people available?

678. Is the customer willing to participate in reviews?

679. Are the risk data complete?

680. What are the channels available for distribution to the customer?

681. Are trained personnel, including supervisors and MuleSoft Developer project managers, available to handle such a large MuleSoft Developer project?

682. What are the likely future requirements?

683. What are your data sources?

684. Risk categorization -which of your categories has more risk than others?

685. What are the current demands of the customer?

686. Have you ascribed a level of confidence to every critical technical objective?

687. Do end-s have realistic expectations?

688. Is a software MuleSoft Developer project management tool available?

689. Assuming that you have identified a number of risks in the MuleSoft Developer project, how would you prioritize them?

690. What is the likelihood of a breakthrough?

691. Does the MuleSoft Developer project team have experience with the technology to be implemented?

2.34 Probability and Impact Matrix: MuleSoft Developer

692. How can you understand and diagnose risks and identify sources?

693. What action would you take to the identified risks in the MuleSoft Developer project?

694. What would be the best solution?

695. How completely has the customer been identified?

696. How will the consumption pattern change?

697. What will be the environmental impact of the MuleSoft Developer project?

698. What will be the impact or consequence if the risk occurs?

699. How do you manage MuleSoft Developer project Risk?

700. How will economic events and trends likely affect the MuleSoft Developer project?

701. Do you train all developers in the process?

702. Are staff committed for the duration of the MuleSoft Developer project?

703. During MuleSoft Developer project executing, a major problem occurs that was not included in the risk . What should you do FIRST?

704. How carefully have the potential competitors been identified?

705. Are enough people available?

706. Are tool mentors available?

2.35 Risk Data Sheet: MuleSoft Developer

707. Will revised controls lead to tolerable risk levels?

708. Who has a vested interest in how you perform as your organization (our stakeholders)?

709. Are new hazards created?

710. What are you here for (Mission)?

711. What is the chance that it will happen?

712. Has a sensitivity analysis been carried out?

713. Whom do you serve (customers)?

714. What will be the consequences if it happens?

715. How can it happen?

716. What are you trying to achieve (Objectives)?

717. What actions can be taken to eliminate or remove risk?

718. What are your core values?

719. How do you handle product safely?

720. How reliable is the data source?

721. Potential for recurrence?

722. What can happen?

723. How can hazards be reduced?

724. What are you weak at and therefore need to do better?

2.36 Procurement Management Plan: MuleSoft Developer

725. Is the MuleSoft Developer project sponsor clearly communicating the business case or rationale for why this MuleSoft Developer project is needed?

726. Are key risk mitigation strategies added to the MuleSoft Developer project schedule?

727. Is stakeholder involvement adequate?

728. Are all key components of a Quality Assurance Plan present?

729. Have external dependencies been captured in the schedule?

730. Have the key functions and capabilities been defined and assigned to each release or iteration?

731. Does the schedule include MuleSoft Developer project management time and change request analysis time?

732. If independent estimates will be needed as evaluation criteria, who will

prepare them and when?

733. Is an industry recognized mechanized tool(s) being used for MuleSoft Developer project scheduling & tracking?

734. Are stakeholders aware and ive of the principles and practices of modern software estimation?

735. Are metrics used to evaluate and manage Vendors?

736. Have adequate resources been provided by management to ensure MuleSoft Developer project success?

737. Have MuleSoft Developer project team abilities & responsibilities been clearly defined?

738. Is the communication plan being followed?

739. Does the resource management plan include a personnel development plan?

2.37 Source Selection Criteria: MuleSoft Developer

740. Team leads: what is your process for asg ratings?

741. If the costs are normalized, please for how the normalization is conducted. Is a cost realism analysis used?

742. What evidence should be provided regarding proposal evaluations?

743. What information may not be provided?

744. When and what information can be considered with offerors regarding past performance?

745. Who should attend debriefings?

746. How do you facilitate evaluation against published criteria?

747. Do you ensure you evaluate what you asked for, not what you want to see or expect to see?

748. When should debriefings be held and how should they be scheduled?

749. Can you identify proposed teaming partners and/or subcontractors and consider the nature and extent of proposed involvement in satisfying the MuleSoft Developer project requirements?

750. What should be considered?

751. What are the most common types of rating systems?

752. How should oral presentations be prepared for?

753. Can you prevent comparison of proposals?

754. What can not be disclosed?

755. What documentation should be used to the selection decision?

756. What should be the contracting officers strategy?

757. What past performance information should be requested?

758. When is it appropriate to conduct a preproposal conference?

759. What source selection software is your team using?

2.38 Stakeholder Management Plan: MuleSoft Developer

760. Are the results of quality assurance reviews provided to affected groups & individuals?

761. Are the MuleSoft Developer project team located locally to the s/stakeholders?

762. What process was used to identify risks to the MuleSoft Developer projects success?

763. Are all vendor contracts closed out?

764. Are tasks tracked by hours?

765. Are vendor invoices audited for accuracy before payment?

766. Has the MuleSoft Developer project scope been baselined?

767. Are there ways to reduce the time it takes to get something approved?

768. Are communication systems currently in place appropriate?

769. Have process improvement efforts been completed before requirements efforts begin?

770. Are estimating assumptions and constraints captured?

771. Is quality monitored from the perspective of the customers needs and expectations?

772. Have reserves been created to address risks?

773. What has to be purchased?

774. Has the business need been clearly defined?

775. Does this include subcontracted development?

776. Is the MuleSoft Developer project sponsor clearly communicating the business case or rationale for why this MuleSoft Developer project is needed?

2.39 Change Management Plan: MuleSoft Developer

777. Has the priority for this MuleSoft Developer project been set by the Business Unit Management Team?

778. What did the people around you say about it?

779. Clearly articulate the overall business benefits of the MuleSoft Developer project -why are you doing this now?

780. How prevalent is Resistance to Change?

781. How might they respond to the message and if the response may be negative or open to misinterpretation, what else needs to be said?

782. Who might present the most resistance?

783. Why is it important?

784. Will the readiness criteria be met prior to the training roll out?

785. Is a training information sheet available?

786. Is there an adequate supply of people for the new roles?

787. How frequently should you repeat the message?

788. Which relationships will change?

789. What prerequisite knowledge do corresponding groups need?

790. Who might be able to help you the most?

791. Are work location changes required?

792. What type of materials/channels will be available to leverage?

793. What risks may occur upfront?

794. When does it make sense to customize?

795. What are the essentials of the message?

3.0 Executing Process Group: MuleSoft Developer

796. How can your organization use a weighted decision matrix to evaluate proposals as part of source selection?

797. What is in place for ensuring adequate change control on MuleSoft Developer projects that involve outside contracts?

798. What areas were overlooked on this MuleSoft Developer project?

799. Could a new application negatively affect the current IT infrastructure?

800. It under budget or over budget?

801. How is MuleSoft Developer project performance information created and distributed?

802. What are some crucial elements of a good MuleSoft Developer project plan?

803. What are the critical steps involved in selecting measures and initiatives?

804. What type of people would you want on your team?

805. What type of information goes in the quality assurance plan?

806. What is the difference between using brainstorming and the Delphi technique for risk identification?

807. After how many days will the lease cost be the same as the purchase cost for the equipment?

808. What are the main parts of the scope statement?

809. What factors are contributing to progress or delay in the achievement of products and results?

810. When is the appropriate time to bring the scorecard to Board meetings?

811. Does the MuleSoft Developer project team have enough people to execute the MuleSoft Developer project plan?

812. Why do you need a good WBS to use MuleSoft Developer project management software?

813. Mitigate. what will you do to minimize the impact should a risk event occur?

3.1 Team Member Status Report: MuleSoft Developer

814. How it is to be done?

815. The problem with Reward & Recognition Programs is that the truly deserving people all too often get left out. How can you make it practical?

816. Does the product, good, or service already exist within your organization?

817. How will resource planning be done?

818. Is there evidence that staff is taking a more professional approach toward management of your organizations MuleSoft Developer projects?

819. What specific interest groups do you have in place?

820. Does your organization have the means (staff, money, contract, etc.) to produce or to acquire the product, good, or service?

821. How much risk is involved?

822. Will the staff do training or is that done by a third party?

823. Are the products of your organizations MuleSoft Developer projects meeting customers objectives?

824. Does every department have to have a MuleSoft Developer project Manager on staff?

825. Why is it to be done?

826. Are the attitudes of staff regarding MuleSoft Developer project work improving?

827. Are your organizations MuleSoft Developer projects more successful over time?

828. How does this product, good, or service meet the needs of the MuleSoft Developer project and your organization as a whole?

829. Do you have an Enterprise MuleSoft Developer project Management Office (EPMO)?

830. What is to be done?

831. When a teams productivity and success depend on collaboration and the efficient flow of information, what generally fails them?

832. How can you make it practical?

3.2 Change Request: MuleSoft Developer

833. Will all change requests be unconditionally tracked through this process?

834. What should be regulated in a change control operating instruction?

835. Have all related configuration items been properly updated?

836. What are the basic mechanics of the Change Advisory Board (CAB)?

837. What is the change request log?

838. Why do you want to have a change control system?

839. Will new change requests be acknowledged in a timely manner?

840. Are change requests logged and managed?

841. Are there requirements attributes that can discriminate between high and low reliability?

842. What must be taken into consideration when introducing change control programs?

843. Will this change conflict with other requirements changes (e.g., lead to conflicting operational scenarios)?

844. How are changes graded and who is responsible for the rating?

845. Who will perform the change?

846. Has the change been highlighted and documented in the CSCI?

847. Who can suggest changes?

848. Who has responsibility for approving and ranking changes?

849. Who is responsible to authorize changes?

850. How many times must the change be modified or presented to the change control board before it is approved?

851. Are you implementing itil processes?

3.3 Change Log: MuleSoft Developer

852. Who initiated the change request?

853. Is the requested change request a result of changes in other MuleSoft Developer project(s)?

854. Does the suggested change request represent a desired enhancement to the products functionality?

855. Do the described changes impact on the integrity or security of the system?

856. How does this change affect scope?

857. Is the change request open, closed or pending?

858. How does this change affect the timeline of the schedule?

859. Will the MuleSoft Developer project fail if the change request is not executed?

860. Does the suggested change request seem to represent a necessary enhancement to the product?

861. Is the submitted change a new change or a modification of a previously approved change?

862. When was the request submitted?

863. When was the request approved?

864. Is the change request within MuleSoft Developer project scope?

865. How does this relate to the standards developed for specific business processes?

866. Where do changes come from?

867. Should a more thorough impact analysis be conducted?

868. Is this a mandatory replacement?

869. Is the change backward compatible without limitations?

3.4 Decision Log: MuleSoft Developer

870. What makes you different or better than others companies selling the same thing?

871. Adversarial environment. is your opponent open to a non-traditional workflow, or will it likely challenge anything you do?

872. What eDiscovery problem or issue did your organization set out to fix or make better?

873. How does an increasing emphasis on cost containment influence the strategies and tactics used?

874. Do strategies and tactics aimed at less than full control reduce the costs of management or simply shift the cost burden?

875. Does anything need to be adjusted?

876. How do you know when you are achieving it?

877. Behaviors; what are guidelines that the team has identified that will assist

them with getting the most out of team meetings?

878. How effective is maintaining the log at facilitating organizational learning?

879. With whom was the decision shared or considered?

880. Meeting purpose; why does this team meet?

881. What is the line where eDiscovery ends and document review begins?

882. What are the cost implications?

883. What was the rationale for the decision?

884. What is the average size of your matters in an applicable measurement?

885. Decision-making process; how will the team make decisions?

886. Which variables make a critical difference?

887. How does provision of information, both in of content and

presentation, influence acceptance of alternative strategies?

888. What is your overall strategy for quality control / quality assurance procedures?

889. How do you define success?

3.5 Quality Audit: MuleSoft Developer

890. How does your organization know that its financial management system is appropriately effective and constructive?

891. Are all areas associated with the storage and reconditioning of devices clean, free of rubbish, adequately ventilated and in good repair?

892. Is your organizational structure established and each positions responsibility defined?

893. Is refuse and garbage adequately stored and disposed of with sufficient frequency to prevent contamination?

894. Is progress against the intentions measurable?

895. Statements of intent remain exactly that until they are put into effect. The next step is to deploy the already stated intentions. In other words, do the plans happen in reality?

896. Does the suppliers quality system have a written procedure for corrective action when a defect occurs?

897. How does your organization know that its staff financial services are appropriately effective and constructive?

898. How does your organization know that its Governance system is appropriately effective and constructive?

899. Are people allowed to contribute ideas?

900. What are you trying to accomplish with this audit?

901. How does your organization know that its system for ensuring that its training activities are appropriately resourced and is appropriately effective and constructive?

902. How are you auditing your organizations compliance with regulations?

903. How does your organization know that its system for recruiting the best staff possible are appropriately effective and constructive?

904. How does your organization know that its methods are appropriately effective and constructive?

905. Is there a written corporate quality policy?

906. Health and safety arrangements; stress management workshops. How does your organization know that it provides a safe and healthy environment?

907. How does your organization know that its management of its ethical responsibilities is appropriately effective and constructive?

908. How do you know what, specifically, is required of you in your work?

909. Are there sufficient personnel having the necessary education, background, training, and experience to assure that all operations are correctly performed?

3.6 Team Directory: MuleSoft Developer

910. Process decisions: do invoice amounts match accepted work in place?

911. Process decisions: are there any statutory or regulatory issues relevant to the timely execution of work?

912. Where will the product be used and/or delivered or built when appropriate?

913. Who should receive information (all stakeholders)?

914. Who will talk to the customer?

915. How will you accomplish and manage the objectives?

916. Timing: when do the effects of communication take place?

917. Who will report MuleSoft Developer project status to all stakeholders?

918. What needs to be communicated?

919. How does the team resolve conflicts and ensure tasks are completed?

920. Who will be the stakeholders on your next MuleSoft Developer project?

921. Who will write the meeting minutes and distribute?

922. Do purchase specifications and configurations match requirements?

923. Why is the work necessary?

924. Process decisions: are all start-up, turn over and close out requirements of the contract satisfied?

925. How and in what format should information be presented?

926. Decisions: is the most suitable form of contract being used?

927. Who is the Sponsor?

928. Have you decided when to celebrate the MuleSoft Developer projects completion date?

929. How will the team handle changes?

3.7 Team Operating Agreement: MuleSoft Developer

930. What are some potential sources of conflict among team ?

931. What is group supervision?

932. What is the anticipated procedure (recruitment, solicitation of volunteers, or assignment) for selecting team ?

933. Do team need to frequently communicate as a full group to make timely decisions?

934. What are the current caseload numbers in the unit?

935. The method to be used in the decision making process; Will it be consensus, majority rule, or the supervisor having the final say?

936. Did you recap the meeting purpose, time, and expectations?

937. How will group handle unplanned absences?

938. Is compensation based on team and individual performance?

939. Do you presentation materials in advance and test the technology?

940. Are there the right people on your team?

941. Did you delegate tasks such as taking meeting minutes, presenting a topic and soliciting input?

942. Are team roles clearly defined and accepted?

943. Resource allocation: how will individual team for time and expenses, and how will this be allocated in the team budget?

944. What is your unique contribution to your organization?

945. What types of accommodations will be formulated and put in place for sustaining the team?

946. What individual strengths does each team member bring to the group?

947. Do you send out the agenda and meeting materials in advance?

948. What istrative s will be put in place to the team and the teams supervisor?

949. Did you prepare participants for the next meeting?

3.8 Team Performance Assessment: MuleSoft Developer

950. Effects of crew composition on crew performance: Does the whole equal the sum of its parts?

951. Does more radicalness mean more perceived benefits?

952. Can team performance be reliably measured in simulator and live exercises using the same assessment tool?

953. To what degree can team vigorously define the teams purpose in considerations with others who are not part of the functioning team?

954. To what degree are fresh input and perspectives systematically caught and added (for example, through information and analysis, new , and senior sponsors)?

955. Do friends perform better than acquaintances?

956. Social categorization and intergroup behaviour: Does minimal intergroup discrimination make social identity more positive?

957. Do you give group authority to make at least some important decisions?

958. To what degree do team articulate the teams work approach?

959. Do you promptly inform about major developments that may affect them?

960. To what degree will new and supplemental skills be introduced as the need is recognized?

961. To what degree do team feel that the purpose of the team is important, if not exciting?

962. To what degree will team , individually and collectively, commit time to help themselves and others learn and develop skills?

963. To what degree does the teams purpose contain themes that are particularly meaningful and memorable?

964. To what degree does the teams approach to its work allow for modification and improvement over time?

965. To what degree will the approach capitalize on and enhance the skills of all team in a manner that takes into consideration other demands on

of the team?

966. To what degree does the teams work approach provide opportunity for to engage in open interaction?

967. To what degree will the team adopt a concrete, clearly understood, and agreed-upon approach that will result in achievement of the teams goals?

968. To what degree can team frequently and easily communicate with one another?

969. To what degree does the team possess adequate hip to achieve its ends?

3.9 Team Member Performance Assessment: MuleSoft Developer

970. To what degree are the teams goals and objectives clear, simple, and measurable?

971. How is the timing of assessments organized (e.g., pre/post-test, single point during training, multiple reassessment during training)?

972. To what degree do team frequently explore the teams purpose and its implications?

973. What happens if a team member disagrees with the Job Expectations?

974. How effective is training that is delivered through technology-based platforms?

975. Goals met?

976. What is the large, desired outcome?

977. To what degree can team meet frequently enough to accomplish

the teams ends?

978. What are the staffs preferences for training on technology-based platforms?

979. Who they are?

980. How are assessments designed, delivered, and otherwise used to maximize training?

981. business objectives. Are they appropriate, and well-articulated?

982. How are performance measures and associated incentives developed?

983. Are assessment validation activities performed?

984. What is the target group for instruction (e.g., individual and collective or small team instruction)?

985. Does statute or regulation require the job responsibility?

986. Are any validation activities performed?

987. 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?

3.10 Issue Log: MuleSoft Developer

988. How do you manage human resources?

989. Who do you turn to if you have questions?

990. What is a Stakeholder?

991. Are there too many who have an interest in some aspect of your work?

992. In classifying stakeholders, which approach to do so are you using?

993. Is access to the Issue Log controlled?

994. Why multiple evaluators?

995. How often do you engage with stakeholders?

996. How do you manage communications?

997. What is a change?

998. What date was the issue resolved?

999. Which stakeholders can influence others?

1000. How is this initiative related to other portfolios, programs, or MuleSoft Developer projects?

1001. Why not more evaluators?

1002. Are the MuleSoft Developer project issues uniquely identified, including to which product they refer?

1003. What are the stakeholders interrelationships?

1004. Where do team get information?

1005. Do you feel a helps?

1006. Why do you manage human resources?

4.0 Monitoring and Controlling Process Group: MuleSoft Developer

1007. How do you monitor progress?

1008. Based on your MuleSoft Developer project communication management plan, what worked well?

1009. Did the MuleSoft Developer project team have the right skills?

1010. Were decisions made in a timely manner?

1011. What resources are necessary?

1012. Is the schedule for the set products being met?

1013. Is there sufficient time allotted between the general system design and the detailed system design phases?

1014. How can you make your needs known?

1015. How many more potential communications channels were introduced by the discovery of the new stakeholders?

1016. Who needs to be engaged upfront to ensure use of results?

1017. Where is the Risk in the MuleSoft Developer project?

1018. Were escalated issues resolved promptly?

1019. How were collaborations developed, and how are they sustained?

1020. Is the verbiage used appropriate and understandable?

1021. What do they need to know about the MuleSoft Developer project?

1022. What is the timeline?

1023. When will the MuleSoft Developer project be done?

1024. Feasibility: how much money, time, and effort can you put into this?

4.1 Project Performance Report: MuleSoft Developer

1025. To what degree are the structures of the formal organization consistent with the behaviors in the informal organization?

1026. To what degree does the information network provide individuals with the information they require?

1027. To what degree do team agree with the goals, relative importance, and the ways in which achievement will be measured?

1028. To what degree does the teams work approach provide opportunity for to engage in results-based evaluation?

1029. To what degree do the relationships of the informal organization motivate taskrelevant behavior and facilitate task completion?

1030. Next Steps?

1031. To what degree can all engage in open and interactive considerations?

1032. To what degree does the information network communicate information relevant to the task?

1033. To what degree will each member have the opportunity to advance his or her professional skills in all three of the above categories while contributing to the accomplishment of the teams purpose and goals?

1034. To what degree do articulate the goals beyond the team hip?

1035. To what degree are the goals realistic?

1036. To what degree does the task meet individual needs?

1037. To what degree is there centralized control of information sharing?

4.2 Variance Analysis: MuleSoft Developer

1038. Are records maintained to show how undistributed budgets are controlled?

1039. Is there a logical explanation for any variance?

1040. Are your organizations and items of cost assigned to each pool identified?

1041. What does an unfavorable overhead volume variance mean?

1042. Are meaningful indicators identified for use in measuring the status of cost and schedule performance?

1043. Contemplated overhead expenditure for each period based on the best information currently is available?

1044. What is your organizations rationale for sharing expenses and services between business segments?

1045. What is the budgeted cost for work scheduled?

1046. Did an existing competitor change strategy?

1047. What costs are avoidable if one or more customers are dropped?

1048. Are detailed work packages planned as far in advance as practicable?

1049. What causes selling price variance?

1050. Are there externalities from having some customers, even if they are unprofitable in the short run?

1051. Contract line items and end items?

1052. Does the ing system provide a basis for auditing records of direct costs chargeable to the contract?

1053. How do you manage changes in the nature of the overhead requirements?

4.3 Earned Value Status: MuleSoft Developer

1054. 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 ?

1055. Where is evidence-based earned value in your organization reported?

1056. 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?

1057. How much is it going to cost by the finish?

1058. If earned value management (EVM) is so good in determining the true status of a MuleSoft Developer project and MuleSoft Developer project its completion, why is it that hardly any one uses it in information systems related MuleSoft Developer projects?

1059. What is the unit of forecast value?

1060. Are you hitting your MuleSoft Developer projects targets?

1061. Earned value can be used in almost any MuleSoft Developer project situation and in almost any MuleSoft Developer project environment. it may be used on large MuleSoft Developer projects, medium sized MuleSoft Developer projects, tiny MuleSoft Developer projects (in cut-down form), complex and simple MuleSoft Developer 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?

1062. Where are your problem areas?

1063. When is it going to finish?

1064. How does this compare with other MuleSoft Developer projects?

4.4 Risk Audit: MuleSoft Developer

1065. Management -what contingency plans do you have if the risk becomes a reality?

1066. Are procedures developed to respond to foreseeable emergencies and communicated to all involved?

1067. Do you ensure the recommended rules of play and protocols are followed for your activity?

1068. Is safety information provided to all involved?

1069. What are the Internal Controls ?

1070. For paid staff, does your organization comply with the minimum conditions for employment and/or the applicable modern award?

1071. What expertise do auditors need to generate effective business-level risk assessments, and to what extent do auditors currently possess the already stated attributes?

1072. Can assurance be expanded beyond the traditional audit without undermining independence?

1073. Do you have a clear plan for the future that describes what you want to do and how you are going to do it?

1074. Are contracts reviewed before renewal?

1075. Does your organization have or has considered the need for insurance covers: public liability, professional indemnity and directors and officers liability?

1076. Have you reviewed your constitution within the last twelve months?

1077. Do you promote education and training opportunities?

1078. Does your organization have a social media policy and procedure?

1079. Are all financial transactions accurately recorded (receipted, banked)?

1080. Will participants be required to sign a legally counselled waiver or risk disclaimer when entering an event?

1081. What resources are needed to achieve program results?

1082. Does your organization have a of insurance policies detailing all current insurance policies?

1083. Should additional substantive testing be conducted because of the risk audit results?

4.5 Contractor Status Report: MuleSoft Developer

1084. What was the budget or estimated cost for your organizations services?

1085. If applicable; describe your standard schedule for new software version releases. Are new software version releases included in the standard maintenance plan?

1086. What was the final actual cost?

1087. Describe how often regular updates are made to the proposed solution. Are corresponding regular updates included in the standard maintenance plan?

1088. How is risk transferred?

1089. Are there contractual transfer concerns?

1090. Who can list a MuleSoft Developer project as organization experience, your organization or a previous employee of your organization?

1091. What process manages the contracts?

1092. What is the average response time for answering a call?

1093. What was the overall budget or estimated cost?

1094. What are the minimum and optimal bandwidth requirements for the proposed solution?

1095. How long have you been using the services?

1096. What was the actual budget or estimated cost for your organizations services?

4.6 Formal Acceptance: MuleSoft Developer

1097. Was the MuleSoft Developer project managed well?

1098. Have all comments been addressed?

1099. Is formal acceptance of the MuleSoft Developer project product documented and distributed?

1100. Did the MuleSoft Developer project manager and team act in a professional and ethical manner?

1101. How well did the team follow the methodology?

1102. How does your team plan to obtain formal acceptance on your MuleSoft Developer project?

1103. Did the MuleSoft Developer project achieve its MOV?

1104. Was the sponsor/customer satisfied?

1105. Was the MuleSoft Developer project goal achieved?

1106. What features, practices, and processes proved to be strengths or weaknesses?

1107. Who supplies data?

1108. General estimate of the costs and times to complete the MuleSoft Developer project?

1109. Was business value realized?

1110. Does it do what client said it would?

1111. What was done right?

1112. Who would use it?

1113. What lessons were learned about your MuleSoft Developer project management methodology?

1114. What can you do better next time?

1115. Do you buy pre-configured systems or build your own configuration?

1116. What are the requirements against which to test, Who will execute?

5.0 Closing Process Group: MuleSoft Developer

1117. Did the MuleSoft Developer project team have enough people to execute the MuleSoft Developer project plan?

1118. What is the MuleSoft Developer project Management Process?

1119. Is the MuleSoft Developer project funded?

1120. Were the outcomes different from the already stated planned?

1121. Is this an updated MuleSoft Developer project Proposal Document?

1122. Can the lesson learned be replicated?

1123. How well defined and documented were the MuleSoft Developer project management processes you chose to use?

1124. What will you do?

1125. Is this a follow-on to a previous MuleSoft Developer project?

1126. What was learned?

1127. Did the MuleSoft Developer project team have the right skills?

1128. What were the desired outcomes?

1129. What areas does the group agree are the biggest success on the MuleSoft Developer project?

1130. When will the MuleSoft Developer project be done?

1131. Did you do things well?

1132. What is the amount of funding and what MuleSoft Developer project phases are funded?

5.1 Procurement Audit: MuleSoft Developer

1133. Are the rules for automatic payment in computer programs approved by management prior to implementation?

1134. When corresponding references were made, was a precise description of the performance not otherwise possible and were the already stated references accompanied by the words or equivalent?

1135. Where required, did candidates give evidence of complying with quality assurance standards?

1136. When you set social or environmental conditions for the performance of the contract, were corresponding compatible with the law and was adequate information given to the candidates?

1137. Are fixed asset values recorded at historical cost?

1138. Is there a policy on making purchases locally where possible?

1139. Does the strategy ensure that the best supplier is chosen considering: price, quality, service, dependable operation, internal operation costs, life time operation costs and codes of ethic?

1140. Are periodic audits made of disbursement activities?

1141. Are proper financing arrangements taken?

1142. Are approval limits definitive as to amount and classification of expenditure?

1143. Does your organization use existing contracts where possible to avoid the cost of bidding?

1144. Who is ing the performance of the contract and approving payments?

1145. Are criteria and sub-criteria set suitable to identify the tender that offers best value for money?

1146. Was invitation to tender to each specific contract issued after the evaluation of the indicative tenders was completed?

1147. Has management taken the necessary steps to ensure that relevant control systems are always up to date?

1148. Where funding is being arranged by borrowings, do corresponding have

the necessary approval and legal authority?

1149. Is there no evidence of false certifications?

1150. Are prices always included on the purchase order?

1151. How do you ensure whether the goods were supplied or works executed in time and properly recorded in measurement books and stock/works s after inspection?

1152. Are budget transfers within the general fund made for only the already stated items permitted by law and regulation?

5.2 Contract Close-Out: MuleSoft Developer

1153. How does it work?

1154. How/when used ?

1155. Change in circumstances?

1156. Was the contract sufficiently clear so as not to result in numerous disputes and misunderstandings?

1157. Parties: who is involved?

1158. Are the signers the authorized officials?

1159. Has each contract been audited to acceptance and delivery?

1160. Change in attitude or behavior?

1161. Have all contracts been closed?

1162. Have all contract records been included in the MuleSoft Developer project archives?

1163. Have all acceptance criteria been met prior to final payment to contractors?

1164. Change in knowledge?

1165. Parties: Authorized?

1166. What happens to the recipient of services?

1167. How is the contracting office notified of the automatic contract close-out?

1168. Was the contract type appropriate?

1169. Why Outsource?

1170. Have all contracts been completed?

1171. What is capture management?

1172. Was the contract complete without requiring numerous changes and revisions?

5.3 Project or Phase Close-Out: MuleSoft Developer

1173. If you were the MuleSoft Developer project sponsor, how would you determine which MuleSoft Developer project team(s) and/or individuals deserve recognition?

1174. What are the mandatory communication needs for each stakeholder?

1175. What advantages do the an individual interview have over a group meeting, and vice-versa?

1176. What benefits or impacts does the stakeholder group expect to obtain as a result of the MuleSoft Developer project?

1177. Does the lesson educate others to improve performance?

1178. What security considerations needed to be addressed during the procurement life cycle?

1179. Planned remaining costs?

1180. Who is responsible for award close-out?

1181. What are they?

1182. Who exerted influence that has positively affected or negatively impacted the MuleSoft Developer project?

1183. Did the delivered product meet the specified requirements and goals of the MuleSoft Developer project?

1184. What is a Risk?

1185. Who controlled key decisions that were made?

1186. Complete yes or no?

1187. Were risks identified and mitigated?

1188. What could have been improved?

1189. What went well?

5.4 Lessons Learned: MuleSoft Developer

1190. Are the lessons more complex and multivariate?

1191. How adaptable is the deliverable?

1192. How satisfied are you with your involvement in the development and/or review of the MuleSoft Developer project Scope during MuleSoft Developer project Initiation and Planning?

1193. Are lessons learned documented?

1194. Is the lesson significant, valid, and applicable?

1195. How effective was the training you received in preparation for the use of the product/service?

1196. Was MuleSoft Developer project performance validated or challenged?

1197. How effective were Best Practices & Lessons Learned from prior MuleSoft Developer projects utilized in this MuleSoft Developer project?

1198. How well were MuleSoft Developer project issues communicated throughout your involvement in the MuleSoft Developer project?

1199. Is your organization willing to expose problems or mistakes for the betterment of the collective whole, and can you do this in a way that does not intimidate employees or workers?

1200. Do you conduct the engineering tests?

1201. Was the change control process properly implemented to manage changes to cost, scope, schedule, or quality?

1202. How well does the product or service the MuleSoft Developer project produced meet your needs?

1203. What could be done to improve the process?

1204. What mistakes did you successfully avoid making?

1205. What is the expected lifespan of the deliverable?

1206. Were cost budgets met?

1207. How timely were Progress Reports provided to the MuleSoft Developer project Manager by Team ?

1208. How effective was the documentation that you received with the MuleSoft Developer project product/service?

Index

(Index page number references Only of use in Print Version)