Exam 9: Organizational Change and Business Process Reengineering

The BPR organizational structure must coincide with the project governance.

What are the steps in the OPM3 process?

Less skilled companies can raise their ERP skills by training employees or hiring external consultants.

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.

In the "as is" phase, all the new processes must have estimates of timing and who is responsible.

Sometimes the ERP system is not purchased until after the "to be" processes are defined and communicated.

Some team members will be ________ by the idea of changing a process.

Senior management doesn't need to commit to the ERP project until it is near the go-live phase.

The only way to tell whether a project is on schedule is by using project measurements.

A merger or acquisition usually entails some kind of organizational change.

A successful ERP implementation requires organizational change.

The ________ manages the day-to-day aspects of the project.

Legacy systems are built around the idea of "best practices."

Half of all ERP projects fail to deliver all the anticipated benefits because they do not do a good job of:

What are the steps in the BPR process?

Over the years, ________ has been equated with downsizing in ERP projects.

The OPM3 consists of three stages or steps:________, assessment, and improvement.

Functional and technical staff on the ERP implementation project should report to ________ rather than their home departments.

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.

In the "to be" phase some processes will be redesigned and some will be eliminated.