chap 9
47) The BPR methodology continues to the fourth step ________. A) testing B) mapping C) definition D) reevaluation E) preparation
A
50) Within an ERP project, ________ requires crossing organizational boundaries and a more extensive change management effort because of the high anxiety towards it by the workforce. A) BPR B) Business blueprinting C) CSF D) OPM3
A
52) Over the years, ________ has been equated with downsizing in ERP projects. A) BPR B) Business blueprinting C) CSF D) OPM3
A
63) The goal of the ________ process is to measure whether the organization has the skills and experience necessary to implement an ERP system. A) OPM3 B) PMO C) BPR D) staffing analysis
A
67) BPR teams will be composed of functional users and ________ along with facilitators. A) managers B) attorneys C) consultants D) IT Staff E) none of the above
A
69) The "to be" phase is ________ difficult than the "as is" phase. A) more B) less C) equally as D) none of the above
A
42) The Project Executive must oversee project activities and provide broad ________ for the project and resolve policy level issues. A) functions B) growth C) technical requirements D) oversight
D
48) The BPR methodology continues to the fifth step ________. A) testing B) mapping C) definition D) reevaluation E) preparation
D
49) ________ is a methodology for assessing whether an organization has the skills in place to successfully implement an ERP system. A) BPR B) Business blueprinting C) CSF D) OPM3
D
55) The OPM3 consists of three stages or steps:________, assessment, and improvement. A) design B) training C) conversion D) knowledge
D
64) To fully utilize the new ERP system, the ________ results need to be incorporated into the ERP implementation scope and plan. A) blueprinting B) functional analysis C) OPM3 D) BPR
D
72) Functional and technical staff on the ERP implementation project should report to ________ rather than their home departments. A) attorneys B) consultants C) executives D) project leads E) none of the above
D
75) The benefits of BPM are driven by the Four R's of Process: A) Roles, Relationships, Revenue, Routing. B) Rules, Relationships, Revenue, Routing. C) Roles, Rules, Revenue, Routing. D) Roles, Relationships, Rules, Routing. E) none of the above
D
40) In the process of identifying and prioritizing reports from the old system, some of them may be eliminated altogether.
TRUE
6) Under normal circumstances, teamwork can take a number of years to develop, but it is especially important in an ERP project.
TRUE
7) A merger or acquisition usually entails some kind of organizational change.
TRUE
9) Organizational change refers to a fundamental and radical reorientation in the way the organization operates.
TRUE
80) What does a BPR study do?
A BPR study helps supply the rationale for implementing an ERP system. It identifies the process and procedural changes needed to streamline the business. It may also identify some best practices that can be used as a basis for gaining a competitive advantage in that industry. In this sense, it helps set the stage for the whole ERP project.
76) Why is change management so import for ERP projects?
As illustrated by the FoxMeyer case, ERP is not simply about automating existing business processes, but it is about reengineering processes with technology in mind. This often requires organizational change to take advantage of the new integrated systems. Change management is needed to get the company ready for the coming changes and to take advantage of them.
81) What are the steps in the OPM3 process?
As specified by the Project Management Institute (PMI), the three steps of the OPM3 process include knowledge, assessment, and improvement. In the knowledge step, the team learns about the available best practices and gains an understanding of how they fit in the implementation. Then an assessment is performed to see what the current state of the organizational project management skills is as compared with the best practices identified in the first step. Once the skills have been assessed, then a plan has to be made to improve any areas where gaps in skills have been identified. This model can be repeated as needed.
43) The overall policy, budget, and scope of the project are determined by the: A) PMO. B) owners. C) Steering Committee. D) Project Executive.
B
46) The BPR methodology continues to the third step ________. A) testing B) mapping C) definition D) reevaluation E) preparation
B
56) Having a strong sense of ________ will help provide continuity and a basis for moving forward as decisions are made and business processes change. A) participation B) teamwork C) commitment D) functionality
B
59) Half of all ERP projects fail to deliver all the anticipated benefits because they do not do a good job of: A) blueprinting. B) managing change. C) training users. D) data migration.
B
62) The objective of ________ is to minimize the risk of failure and maximize the benefits of the change. A) ERP projects B) change management C) communication D) project management
B
65) In order to reengineer a business process, it must be first dismantled into individual ________ and then put back together into a new set of business flows. A) functions B) activities C) transactions D) data flows
B
68) Working through the as is phase of the BPR process is often tedious and stressful, so it is good to counter this with ________ and events. A) conferences B) team building exercises C) meetings D) vacation E) none of the above
B
74) Benefits of implementing BPM include: A) employees work longer hours. B) smooth business operations. C) low efficiency reduces costs. D) employees don't feel worse off. E) none of the above
B
82) What are the steps in the BPR process?
BPR can be broken down into five basic steps. The first involves getting prepared for BPR by outlining the scope and goals for the BPR process. Then the as is processes are identified and defined and any cross-organizational issues they may present. Once this is done the to be processes are mapped out possibly using the best practices as a guide. The new processes are then tested and measured to see how well they meet the goals. Finally, the processes are reevaluated with an eye to possible improvements.
78) Why is BPR often equated with downsizing?
BPR or Business Process Reengineering has gotten the reputation over the years as simply a vehicle for eliminating jobs. Employees fear that many of their jobs will be changed and possibly eliminated. While it is true that job descriptions and tasks may change, oftentimes the most tedious tasks are automated and employees are actually freed up to do more interesting jobs with more decision-making input. To avoid some of these fears, it is most important that employees get training early on and that the implementation process be communicated well.
41) The ________ manages the day-to-day aspects of the project. A) Steering Committee B) Super User C) Project Manager D) change management team
C
45) The BPR methodology continues to the second step ________. A) testing B) mapping C) definition D) reevaluation E) preparation
C
51) Resistance to change may be high but can be reduced with a significant ________ effort early and often in the project. A) development B) risk management C) change management D) functional management
C
53) With a new ERP system, not only do workers fear a loss or change in their jobs, but they also fear an overall change in the: A) organization. B) management. C) control structure. D) business process.
C
54) In the FoxMeyer case, at a high level, they failed to develop a(n) ________ for the change that came with their ERP implementation. A) example B) training C) business case D) presentation
C
57) ERP implementations require their own organizations and ________ structure. A) marketing B) accounting C) reporting D) staffing
C
58) A change in the ________ would be an example of an organizational change. A) building security B) departmental staff C) mission D) marketing literature
C
60) BPR studies not only identify process and procedural changes for the business, but also ________ that can create industry advantages. A) high rewards B) high ROI opportunities C) best practices D) case studies
C
61) Two factors that help ensure organizational commitment to the ERP project include the OPM3 process and a ________ plan. A) training B) go live C) communication D) stabilization
C
66) BPR is often equated with ________. A) leadership B) status quo C) downsizing D) stealing E) none of the above
C
70) Some team members will be ________ by the idea of changing a process. A) fired B) prompted C) threatened D) dumb founded E) none of the above
C
71) Some BPR tools are ________ while others address certain market niches. A) expensive B) cheap C) comprehensive D) stylish E) none of the above
C
44) The BPR methodology starts with ________ the first step. A) testing B) mapping C) definition D) reevaluation E) preparation
E
73) Sample BPM vendors include: A) Adobe. B) EMC. C) IBM. D) Oracle. E) all of the above
E
10) ERP implementations often involve only minor changes to the organization.
FALSE
11) In most cases, an ERP system will immediately increase profits and provide a short term return on investment.
FALSE
13) Legacy systems are built around the idea of "best practices."
FALSE
14) Senior management doesn't need to commit to the ERP project until it is near the go-live phase.
FALSE
18) The OPM3 is a five step continuous improvement process.
FALSE
19) Assessment is the last step of the OPM3 process.
FALSE
2) The FoxMeyer ERP implementation failed because they didn't train their employees properly on the new system.
FALSE
23) Reengineering can be traced back to the 1700s.
FALSE
24) The first step in the BPR methodology is to define the "as is" process.
FALSE
26) BPR with an ERP implementation requires crossing organizational levels.
FALSE
27) The "to be" processes are the same as the existing processes.
FALSE
29) In the "as is" phase, all the new processes must have estimates of timing and who is responsible.
FALSE
30) Almost all ERP systems are slow and can be adjusted to meet organizational vision and goals.
FALSE
31) The BPR organizational structure must coincide with the project governance.
FALSE
32) ERP implementation project CEOs are created just for the project.
FALSE
33) The development of the project team is the responsibility of the CEO along with leads in each area.
FALSE
36) A BPM process category is software-intensive processes.
FALSE
39) A BPM process category is hardware-intensive processes.
FALSE
4) The OPM3 is used to provide a framework for the ERP system's infrastructure.
FALSE
5) ERP implementations can use the existing organization and reporting structure.
FALSE
8) Adding a new employee is an example of organizational change.
FALSE
35) Project leads provide input to management and coordinate team activities.
TRUE
77) What is the OPM3 framework? How is it used in ERP projects?
OPM3 stands for Organizational Project Management Maturity Model. This long name says it all, as this is a tool that organizations can use to measure how much expertise they have in implementing ERP systems. This assessment would form the basis for doing a gap analysis to see how much external staffing they will need in order to be successful.
79) What is organizational change? Give some examples.
Organizational change is sometimes equated with organizational transformation. In other words, this term is referring to some kind of fundamental or radical reorientation in the way the organization operates. Some examples could be restructuring the organization, changing the mission, merging with another organization, and reengineering core processes.
37) A BPM process category is people-intensive processes.
TRUE
38) A BPM process category is decision-intensive processes.
TRUE
1) A successful ERP implementation requires organizational change.
TRUE
12) A BPR study should set the stage for the actual ERP implementation.
TRUE
15) A well-defined communication plan is a key component of change management.
TRUE
16) The OPM3 is used to assess an organization's experience in implementing an ERP system.
TRUE
17) Less skilled companies can raise their ERP skills by training employees or hiring external consultants.
TRUE
20) Determining the appropriate best practices is part of the knowledge phase of the OPM3.
TRUE
21) BPR is often used as the main reason for moving from legacy systems to an ERP system.
TRUE
22) A business process is defined as "a set of logically related tasks performed to achieve a defined business outcome."
TRUE
25) Sometimes the ERP system is not purchased until after the "to be" processes are defined and communicated.
TRUE
28) In the "to be" phase some processes will be redesigned and some will be eliminated.
TRUE
3) BPR identifies current processes and the change required "best practices."
TRUE
34) The only way to tell whether a project is on schedule is by using project measurements.
TRUE
84) What are the main areas of the ERP project organizational structure?
The main group or area would certainly be the Project Management Office or PMO. This group will consist of the project executive, project managers, project schedulers, and administrative staff. The next main area would be the leads of the various project teams. This would include the functional teams, the change management team, the development team, the conversion team, reporting team, testing team, and the infrastructure team. Lastly there are the actual members of each of these different teams.
83) What tools are available for supporting BPR?
There is a growing list of tools on the market today that are designed to make BPR easier and more efficient. These software packages help the team to analyze the dynamics of existing processes and can provide greater insight into how well the redesigned processes meet the project goals. Some packages are more comprehensive than others and have support for all phases of the BPR process.
