Checklists: To make sure you don't forget anything...Stick-Figure-with-Cheklist

Here you will find an ever growing number of checklists. Every third checklist we publish is available for the general public.
Checklist to be used as a simple yet effective reminder of scientific and evidence-based thought/action in business.
 
  • Mark all that apply.
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    • Observe an important aspect of your marketplace, organization, or project.
    • Develop a tentative explanation, or hypothesis, based on your observation.
    • Make predictions based on your hypothesis.
    • Test your hypothesis by conducting experiments or by making further careful observations. Modify your original hypothesis based on the results.
    • Repeat steps three and four until there is no gap between your hypothesis and your experiment outcomes or observations.
     
     
    This checklist can be used when reviewing / developing a new business opportunity
  • Mark all that apply.
    • Strategic Alignment?
    • Customer
      • Diversity?
      • Need?
      • Profile?
      • Political/economic stability?
    • Financials
      • Cost?
      • Funding capability?
      • Potential profitability?
      • Rate of return?
      • Expected performance?
    • Organizational Fit
      • Compatible with organisation's mission?
      • Experience in similar projects?
      • Organisation's capabilities?
      • Resource requirements?
    • Legal
      • Contract risks and liability?
      • Partnerships?
      • Regulations?
    • Market factors
      • Number of competitors?
      • Incumbent?
      • Market Drivers?
      • Risks
    • Deliverables
      • Size?
      • Complexity?
      • Time frame/schedule?
      • Urgency?
      • Viability?
      • Technology existence?
      • Interface with other systems?
    • Procurement / Sales / Marketing process
      • Process?
      • Open and fair?
      • Channels?
      • Economic buyer?
      • Technical buyer(s)?
    Your decision is strategic when all check-items below apply
  • Mark all that apply.
    • The decision is both active and reactive
    • The decision is consequential
    • The decision is Directive (Cascade of precedents)
    • The decision is educated and long term
    • The decision is Rare (Has no Precedent)
    • The decision limits the range of possible future actions.
     
    Checklist to be used to help prepare for a behavioural job interview using the STAR method (Situation, Task, Action, Result)
     
  • Mark all that apply.
    • Have you prepared between five and ten behavioural situations (stories) from your past professional experiences?
    • For each one of these situations, have you committed to memory answers to the four STAR questions below?
    • Situation - What specific event or situation were you involved in and what was your role?
    • Task - What was the goal you were working towards?
    • Action - Describe the action or actions you took and be sure to focus on yourself and your own responsibilities.
    • Result(s) - What was the outcome of your action or actions? What changes resulted and what did you learn?
     
    To help refine your professional stories, see also 7 "C"s of Communication Checklist and if your job interview involves a presentation checkout PowerPoint/Keynote Presentation Checklist

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