EIS 3315 Chapter 9 (Motiwalla)
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
Answer: A Diff: 2 Page Ref: 246
47) The BPR methodology continues to the fourth step ________. A) testing B) mapping C) definition D) reevaluation E) preparation
Answer: A Diff: 2 Page Ref: 248
69) The "to be" phase is ________ difficult than the "as is" phase. A) more B) less C) equally as D) none of the above
Answer: A Diff: 2 Page Ref: 249
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
Answer: A Diff: 3 Page Ref: 248
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
Answer: A Diff: 3 Page Ref: 260
52) Over the years, ________ has been equated with downsizing in ERP projects. A) BPR B) Business blueprinting C) CSF D) OPM3
Answer: A Diff: 3 Page Ref: 260
43) The overall policy, budget, and scope of the project are determined by the: A) PMO. B) owners. C) Steering Committee. D) Project Executive.
Answer: B Diff: 2 Page Ref: 246
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
Answer: B Diff: 2 Page Ref: 246
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
Answer: B Diff: 2 Page Ref: 247
46) The BPR methodology continues to the third step ________. A) testing B) mapping C) definition D) reevaluation E) preparation
Answer: B Diff: 2 Page Ref: 248
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
Answer: B Diff: 2 Page Ref: 257
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
Answer: B Diff: 3 Page Ref: 244
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.
Answer: B Diff: 3 Page Ref: 244
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
Answer: B Diff: 3 Page Ref: 249
41) The ________ manages the day-to-day aspects of the project. A) Steering Committee B) Super User C) Project Manager D) change management team
Answer: C Diff: 1 Page Ref: 246
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
Answer: C Diff: 1 Page Ref: 249
71) Some BPR tools are ________ while others address certain market niches. A) expensive B) cheap C) comprehensive D) stylish E) none of the above
Answer: C Diff: 1 Page Ref: 250
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
Answer: C Diff: 2 Page Ref: 244
58) A change in the ________ would be an example of an organizational change. A) building security B) departmental staff C) mission D) marketing literature
Answer: C Diff: 2 Page Ref: 244
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
Answer: C Diff: 2 Page Ref: 246
45) The BPR methodology continues to the second step ________. A) testing B) mapping C) definition D) reevaluation E) preparation
Answer: C Diff: 2 Page Ref: 248
66) BPR is often equated with ________. A) leadership B) status quo C) downsizing D) stealing E) none of the above
Answer: C Diff: 2 Page Ref: 248
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
Answer: C Diff: 2 Page Ref: 260
57) ERP implementations require their own organizations and ________ structure. A) marketing B) accounting C) reporting D) staffing
Answer: C Diff: 3 Page Ref: 244
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
Answer: C Diff: 3 Page Ref: 245
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.
Answer: C Diff: 3 Page Ref: 260
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
Answer: D Diff: 2 Page Ref: 246
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
Answer: D Diff: 2 Page Ref: 246
48) The BPR methodology continues to the fifth step ________. A) testing B) mapping C) definition D) reevaluation E) preparation
Answer: D Diff: 2 Page Ref: 248
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
Answer: D Diff: 2 Page Ref: 258
55) The OPM3 consists of three stages or steps:________, assessment, and improvement. A) design B) training C) conversion D) knowledge
Answer: D Diff: 3 Page Ref: 244
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
Answer: D Diff: 3 Page Ref: 247
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
Answer: D Diff: 3 Page Ref: 252
44) The BPR methodology starts with ________ the first step. A) testing B) mapping C) definition D) reevaluation E) preparation
Answer: E Diff: 2 Page Ref: 248
73) Sample BPM vendors include: A) Adobe. B) EMC. C) IBM. D) Oracle. E) all of the above
Answer: E Diff: 3 Page Ref: 253
14) Senior management doesn't need to commit to the ERP project until it is near the go-live phase.
Answer: FALSE Diff: 1 Page Ref: 245
18) The OPM3 is a five step continuous improvement process.
Answer: FALSE Diff: 1 Page Ref: 246
23) Reengineering can be traced back to the 1700s.
Answer: FALSE Diff: 1 Page Ref: 247
2) The FoxMeyer ERP implementation failed because they didn't train their employees properly on the new system.
Answer: FALSE Diff: 2 Page Ref: 244
10) ERP implementations often involve only minor changes to the organization.
Answer: FALSE Diff: 2 Page Ref: 245
13) Legacy systems are built around the idea of "best practices."
Answer: FALSE Diff: 2 Page Ref: 245
8) Adding a new employee is an example of organizational change.
Answer: FALSE Diff: 2 Page Ref: 245
33) The development of the project team is the responsibility of the CEO along with leads in each area.
Answer: FALSE Diff: 2 Page Ref: 246
19) Assessment is the last step of the OPM3 process.
Answer: FALSE Diff: 2 Page Ref: 247
26) BPR with an ERP implementation requires crossing organizational levels.
Answer: FALSE Diff: 2 Page Ref: 248
27) The "to be" processes are the same as the existing processes.
Answer: FALSE Diff: 2 Page Ref: 249
30) Almost all ERP systems are slow and can be adjusted to meet organizational vision and goals.
Answer: FALSE Diff: 2 Page Ref: 249
32) ERP implementation project CEOs are created just for the project.
Answer: FALSE Diff: 2 Page Ref: 252
4) The OPM3 is used to provide a framework for the ERP system's infrastructure.
Answer: FALSE Diff: 3 Page Ref: 244
5) ERP implementations can use the existing organization and reporting structure.
Answer: FALSE Diff: 3 Page Ref: 244
11) In most cases, an ERP system will immediately increase profits and provide a short term return on investment.
Answer: FALSE Diff: 3 Page Ref: 245
24) The first step in the BPR methodology is to define the "as is" process.
Answer: FALSE Diff: 3 Page Ref: 248
29) In the "as is" phase, all the new processes must have estimates of timing and who is responsible.
Answer: FALSE Diff: 3 Page Ref: 249
31) The BPR organizational structure must coincide with the project governance.
Answer: FALSE Diff: 3 Page Ref: 252
36) A BPM process category is software-intensive processes.
Answer: FALSE Diff: 3 Page Ref: 252
39) A BPM process category is hardware-intensive processes.
Answer: FALSE Diff: 3 Page Ref: 252
1) A successful ERP implementation requires organizational change.
Answer: TRUE Diff: 1 Page Ref: 244
6) Under normal circumstances, teamwork can take a number of years to develop, but it is especially important in an ERP project.
Answer: TRUE Diff: 1 Page Ref: 244
9) Organizational change refers to a fundamental and radical reorientation in the way the organization operates.
Answer: TRUE Diff: 1 Page Ref: 245
22) A business process is defined as "a set of logically related tasks performed to achieve a defined business outcome."
Answer: TRUE Diff: 1 Page Ref: 247
3) BPR identifies current processes and the change required "best practices."
Answer: TRUE Diff: 2 Page Ref: 244
7) A merger or acquisition usually entails some kind of organizational change.
Answer: TRUE Diff: 2 Page Ref: 244
12) A BPR study should set the stage for the actual ERP implementation.
Answer: TRUE Diff: 2 Page Ref: 245
15) A well-defined communication plan is a key component of change management.
Answer: TRUE Diff: 2 Page Ref: 246
17) Less skilled companies can raise their ERP skills by training employees or hiring external consultants.
Answer: TRUE Diff: 2 Page Ref: 246
21) BPR is often used as the main reason for moving from legacy systems to an ERP system.
Answer: TRUE Diff: 2 Page Ref: 246
34) The only way to tell whether a project is on schedule is by using project measurements.
Answer: TRUE Diff: 2 Page Ref: 246
35) Project leads provide input to management and coordinate team activities.
Answer: TRUE Diff: 2 Page Ref: 246
40) In the process of identifying and prioritizing reports from the old system, some of them may be eliminated altogether.
Answer: TRUE Diff: 2 Page Ref: 246
28) In the "to be" phase some processes will be redesigned and some will be eliminated.
Answer: TRUE Diff: 2 Page Ref: 249
16) The OPM3 is used to assess an organization's experience in implementing an ERP system.
Answer: TRUE Diff: 3 Page Ref: 246
20) Determining the appropriate best practices is part of the knowledge phase of the OPM3.
Answer: TRUE Diff: 3 Page Ref: 247
25) Sometimes the ERP system is not purchased until after the "to be" processes are defined and communicated.
Answer: TRUE Diff: 3 Page Ref: 248
37) A BPM process category is people-intensive processes.
Answer: TRUE Diff: 3 Page Ref: 252
38) A BPM process category is decision-intensive processes.
Answer: TRUE Diff: 3 Page Ref: 252
