Question 1

In the FoxMeyer case, at a high level, they failed to develop a(n) ________ for the change that came with their ERP implementation.

Accepted Answer

A)  example 
B)  training 
C)  business case 
D)  presentation 
A)  example 
B)  training 
C)  business case 
D)  presentation

Question 2

The first step in the BPR methodology is to define the "as is" process.

Accepted Answer

A) True 
 B)False

Question 3

Two factors that help ensure organizational commitment to the ERP project include the OPM3 process and a ________ plan.

Accepted Answer

A)  training 
B)  go live 
C)  communication 
D)  stabilization 
A)  training 
B)  go live 
C)  communication 
D)  stabilization

Question 4

The development of the project team is the responsibility of the CEO along with leads in each area.

Accepted Answer

A) True 
 B)False

Question 5

Sample BPM vendors include:

Accepted Answer

A)  Adobe. 
B)  EMC. 
C)  IBM. 
D)  Oracle. 
E)  all of the above 
A)  Adobe. 
B)  EMC. 
C)  IBM. 
D)  Oracle. 
E)  all of the above

Question 6

The benefits of BPM are driven by the Four R's of Process:

Accepted Answer

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 
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

Question 7

BPR identifies current processes and the change required "best practices."

Accepted Answer

A) True 
 B)False

Question 8

Project leads provide input to management and coordinate team activities.

Accepted Answer

A) True 
 B)False

Question 9

ERP implementations require their own organizations and ________ structure.

Accepted Answer

A)  marketing 
B)  accounting 
C)  reporting 
D)  staffing 
A)  marketing 
B)  accounting 
C)  reporting 
D)  staffing

Question 10

The OPM3 is used to provide a framework for the ERP system's infrastructure.

Accepted Answer

A) True 
 B)False

Question 11

Having a strong sense of ________ will help provide continuity and a basis for moving forward as decisions are made and business processes change.

Accepted Answer

A)  participation 
B)  teamwork 
C)  commitment 
D)  functionality 
A)  participation 
B)  teamwork 
C)  commitment 
D)  functionality

Question 12

Benefits of implementing BPM include:

Accepted Answer

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 
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

Question 13

A BPR study should set the stage for the actual ERP implementation.

Accepted Answer

A) True 
 B)False

Question 14

Almost all ERP systems are slow and can be adjusted to meet organizational vision and goals.

Accepted Answer

A) True 
 B)False

Question 15

The goal of the ________ process is to measure whether the organization has the skills and experience necessary to implement an ERP system.

Accepted Answer

A)  OPM3 
B)  PMO 
C)  BPR 
D)  staffing analysis 
A)  OPM3 
B)  PMO 
C)  BPR 
D)  staffing analysis

Question 16

In the process of identifying and prioritizing reports from the old system, some of them may be eliminated altogether.

Accepted Answer

A) True 
 B)False

Question 17

To fully utilize the new ERP system, the ________ results need to be incorporated into the ERP implementation scope and plan.

Accepted Answer

A)  blueprinting 
B)  functional analysis 
C)  OPM3 
D)  BPR 
A)  blueprinting 
B)  functional analysis 
C)  OPM3 
D)  BPR

Question 18

Adding a new employee is an example of organizational change.

Accepted Answer

A) True 
 B)False

Question 19

A BPM process category is people-intensive processes.

Accepted Answer

A) True 
 B)False

Question 20

A BPM process category is hardware-intensive processes.

Accepted Answer

A) True 
 B)False

In the FoxMeyer case, at a high level, they failed to develop a(n) ________ for the change that came with their ERP implementation.

The first step in the BPR methodology is to define the "as is" process.

Two factors that help ensure organizational commitment to the ERP project include the OPM3 process and a ________ plan.

The development of the project team is the responsibility of the CEO along with leads in each area.

Sample BPM vendors include:

The benefits of BPM are driven by the Four R's of Process:

BPR identifies current processes and the change required "best practices."

Project leads provide input to management and coordinate team activities.

ERP implementations require their own organizations and ________ structure.

The OPM3 is used to provide a framework for the ERP system's infrastructure.

Having a strong sense of ________ will help provide continuity and a basis for moving forward as decisions are made and business processes change.

Benefits of implementing BPM include:

A BPR study should set the stage for the actual ERP implementation.

Almost all ERP systems are slow and can be adjusted to meet organizational vision and goals.

The goal of the ________ process is to measure whether the organization has the skills and experience necessary to implement an ERP system.

In the process of identifying and prioritizing reports from the old system, some of them may be eliminated altogether.

To fully utilize the new ERP system, the ________ results need to be incorporated into the ERP implementation scope and plan.

Adding a new employee is an example of organizational change.

A BPM process category is people-intensive processes.

A BPM process category is hardware-intensive processes.

Introduction to Enterprise Systems for Management

Systems Integration

Enterprise Systems Architecture

Development Life Cycle

Implementation Strategies

Software and Vendor Selection

Operational and Post Implementation

Program and Project Management

Global, Ethics, and Security Management

Supply Chain Management

Customer Relationship Management

Filters

Exam 9: Organizational Change and Business Process Reengineering

In the FoxMeyer case, at a high level, they failed to develop a(n) ________ for the change that came with their ERP implementation.

The first step in the BPR methodology is to define the "as is" process.

Two factors that help ensure organizational commitment to the ERP project include the OPM3 process and a ________ plan.

The development of the project team is the responsibility of the CEO along with leads in each area.

Sample BPM vendors include:

The benefits of BPM are driven by the Four R's of Process:

BPR identifies current processes and the change required "best practices."

Project leads provide input to management and coordinate team activities.

ERP implementations require their own organizations and ________ structure.

The OPM3 is used to provide a framework for the ERP system's infrastructure.

Having a strong sense of ________ will help provide continuity and a basis for moving forward as decisions are made and business processes change.

Benefits of implementing BPM include:

A BPR study should set the stage for the actual ERP implementation.

Almost all ERP systems are slow and can be adjusted to meet organizational vision and goals.

The goal of the ________ process is to measure whether the organization has the skills and experience necessary to implement an ERP system.

In the process of identifying and prioritizing reports from the old system, some of them may be eliminated altogether.

To fully utilize the new ERP system, the ________ results need to be incorporated into the ERP implementation scope and plan.

Adding a new employee is an example of organizational change.

A BPM process category is people-intensive processes.

A BPM process category is hardware-intensive processes.

Introduction to Enterprise Systems for Management

Systems Integration

Enterprise Systems Architecture

Development Life Cycle

Implementation Strategies

Software and Vendor Selection

Operational and Post Implementation

Program and Project Management

Global, Ethics, and Security Management

Supply Chain Management

Customer Relationship Management

Filters