SAP Exam 2 - Part 2
Over the years, ________ has been equated with downsizing in ERP projects.
BPR
To fully utilize the new ERP system, the ________ results need to be incorporated into the ERP implementation scope and plan.
BPR
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.
BPR
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:
Control structure
A BPM process category is hardware-intensive processes.
False
A BPM process category is software-intensive processes.
False
Adding a new employee is an example of organizational change
False
Almost all ERP systems are slow and can be adjusted to meet organizational vision and goals.
False
Assessment is the last step of the OPM3 process.
False
BPR with an ERP implementation requires crossing organizational levels.
False
ERP implementation project CEOs are created just for the project.
False
ERP implementations can use the existing organization and reporting structure.
False
ERP implementations often involve only minor changes to the organization.
False
In most cases, an ERP system will immediately increase profits and provide a short term return on investment.
False
In the "as is" phase, all the new processes must have estimates of timing and who is responsible.
False
Legacy systems are built around the idea of "best practices."
False
Reengineering can be traced back to the 1700s.
False
Senior management doesn't need to commit to the ERP project until it is near the go-live phase
False
The "to be" processes are the same as the existing processes.
False
The BPR organizational structure must coincide with the project governance.
False
The FoxMeyer ERP implementation failed because they didn't train their employees properly on the new system.
False
The OPM3 is a five step continuous improvement process
False
The OPM3 is used to provide a framework for the ERP system's infrastructure.
False
The development of the project team is the responsibility of the CEO along with leads in each area
False
The first step in the BPR methodology is to define the "as is" process
False
The goal of the ________ process is to measure whether the organization has the skills and experience necessary to implement an ERP system.
OPM3
________ is a methodology for assessing whether an organization has the skills in place to successfully implement an ERP system
OPM3
The ________ manages the day-to-day aspects of the project.
Project Manager
The benefits of BPM are driven by the Four R's of Process:
Roles, Relationships, Rules, Routing.
A BPM process category is decision-intensive processes.
True
A BPM process category is people-intensive processes.
True
A BPR study should set the stage for the actual ERP implementation.
True
A business process is defined as "a set of logically related tasks performed to achieve a defined business outcome."
True
A merger or acquisition usually entails some kind of organizational change.
True
A successful ERP implementation requires organizational change.
True
A well-defined communication plan is a key component of change management.
True
BPR identifies current processes and the change required "best practices."
True
BPR is often used as the main reason for moving from legacy systems to an ERP system
True
Determining the appropriate best practices is part of the knowledge phase of the OPM3
True
In the "to be" phase some processes will be redesigned and some will be eliminated.
True
In the process of identifying and prioritizing reports from the old system, some of them may be eliminated altogether.
True
Less skilled companies can raise their ERP skills by training employees or hiring external consultants.
True
Organizational change refers to a fundamental and radical reorientation in the way the organization operates.
True
Project leads provide input to management and coordinate team activities.
True
Sometimes the ERP system is not purchased until after the "to be" processes are defined and communicated.
True
The OPM3 is used to assess an organization's experience in implementing an ERP system.
True
The only way to tell whether a project is on schedule is by using project measurements.
True
Under normal circumstances, teamwork can take a number of years to develop, but it is especially important in an ERP project.
True
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.
activities
Sample BPM vendors include:
all of the above
BPR studies not only identify process and procedural changes for the business, but also ________ that can create industry advantages.
best practices
In the FoxMeyer case, at a high level, they failed to develop a(n) ________ for the change that came with their ERP implementation.
business case
Resistance to change may be high but can be reduced with a significant ________ effort early and often in the project.
change management
The objective of ________ is to minimize the risk of failure and maximize the benefits of the change
change management
Two factors that help ensure organizational commitment to the ERP project include the OPM3 process and a ________ plan.
communication
Some BPR tools are ________ while others address certain market niches.
comprehensive
The BPR methodology continues to the second step ________.
definition
BPR is often equated with ________.
downsizing
The OPM3 consists of three stages or steps:________, assessment, and improvement.
knowledge
BPR teams will be composed of functional users and ________ along with facilitators.
managers
Half of all ERP projects fail to deliver all the anticipated benefits because they do not do a good job of:
managing change
The BPR methodology continues to the third step ________.
mapping
A change in the ________ would be an example of an organizational change.
mission
The "to be" phase is ________ difficult than the "as is" phase
more
The Project Executive must oversee project activities and provide broad ________ for the project and resolve policy level issues.
oversight
The overall policy, budget, and scope of the project are determined by the:
owners
The BPR methodology starts with ________ the first step
preparation
Functional and technical staff on the ERP implementation project should report to ________ rather than their home departments.
project leads
The BPR methodology continues to the fifth step ________.
reevaluation
ERP implementations require their own organizations and ________ structure
reporting
Benefits of implementing BPM include:
smooth business operations
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.
team building exercises
Having a strong sense of ________ will help provide continuity and a basis for moving forward as decisions are made and business processes change.
teamwork
The BPR methodology continues to the fourth step ________.
testing
Some team members will be ________ by the idea of changing a process.
threatened
