Deck 9: Organizational Change and Business Process Reengineering

Question 1

A successful ERP implementation requires organizational change.

Answer 1

True

Question 2

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

Answer 2

False

Question 3

Under normal circumstances, teamwork can take a number of years to develop, but it is especially important in an ERP project.

Answer 3

True

Question 4

ERP implementations often involve only minor changes to the organization.

Question 5

A well-defined communication plan is a key component of change management.

Question 6

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

Question 7

Adding a new employee is an example of organizational change.

Question 8

ERP implementations can use the existing organization and reporting structure.

Question 9

The OPM3 is a five step continuous improvement process.

Question 10

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

Question 11

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

Question 12

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

Question 13

Organizational change refers to a fundamental and radical reorientation in the way the organization operates.

Question 14

Assessment is the last step of the OPM3 process.

Question 15

The OPM3 is used to assess an organization's experience in implementing an ERP system.

Question 16

In most cases, an ERP system will immediately increase profits and provide a short term return on investment.

Question 17

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

Question 18

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

Question 19

The FoxMeyer ERP implementation failed because they didn't train their employees properly on the new system.

Question 20

Determining the appropriate best practices is part of the knowledge phase of the OPM3.

Question 21

A BPM process category is people-intensive processes.

Question 22

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

Question 23

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

Question 24

A BPM process category is hardware-intensive processes.

Question 25

BPR with an ERP implementation requires crossing organizational levels.

Question 26

The BPR organizational structure must coincide with the project governance.

Question 27

ERP implementation project CEOs are created just for the project.

Question 28

A BPM process category is software-intensive processes.

Question 29

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

Question 30

Reengineering can be traced back to the 1700s.

Question 31

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

Question 32

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

Question 33

A BPM process category is decision-intensive processes.

Question 34

BPR is often used as the main reason for moving from legacy systems to an ERP system.

Question 35

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

Question 36

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

Question 37

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

Question 38

A business process is defined as "a set of logically related tasks performed to achieve a defined business outcome."

Question 39

The "to be" processes are the same as the existing processes.

Question 40

Project leads provide input to management and coordinate team activities.

Question 41

The BPR methodology continues to the second step ________.

A) testing
B) mapping
C) definition
D) reevaluation
E) preparation

Question 42

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

Question 43

The overall policy, budget, and scope of the project are determined by the:

A) PMO.
B) owners.
C) Steering Committee.
D) Project Executive.

Question 44

A change in the ________ would be an example of an organizational change.

A) building security
B) departmental staff
C) mission
D) marketing literature

Question 45

The BPR methodology continues to the fifth step ________.

A) testing
B) mapping
C) definition
D) reevaluation
E) preparation

Question 46

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

Question 47

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

A) Steering Committee
B) Super User
C) Project Manager
D) change management team

Question 48

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.

Question 49

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

A) BPR
B) Business blueprinting
C) CSF
D) OPM3

Question 50

The BPR methodology starts with ________ the first step.

A) testing
B) mapping
C) definition
D) reevaluation
E) preparation

Question 51

The BPR methodology continues to the third step ________.

A) testing
B) mapping
C) definition
D) reevaluation
E) preparation

Question 52

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

Question 53

The BPR methodology continues to the fourth step ________.

A) testing
B) mapping
C) definition
D) reevaluation
E) preparation

Question 54

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

Question 55

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

Question 56

________ 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

Question 57

ERP implementations require their own organizations and ________ structure.

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

Question 58

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

A) design
B) training
C) conversion
D) knowledge

Question 59

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

Question 60

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.

Question 61

What is organizational change? Give some examples.

Question 62

The "to be" phase is ________ difficult than the "as is" phase.

A) more
B) less
C) equally as
D) none of the above

Question 63

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

Question 64

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

Question 65

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

Question 66

Why is change management so import for ERP projects?

Question 67

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

Question 68

Some BPR tools are ________ while others address certain market niches.

A) expensive
B) cheap
C) comprehensive
D) stylish
E) none of the above

Question 69

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

Question 70

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

Question 71

Why is BPR often equated with downsizing?

Question 72

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

Question 73

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

Question 74

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

Question 75

What is the OPM3 framework? How is it used in ERP projects?

Question 76

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

Question 77

BPR is often equated with ________.

A) leadership
B) status quo
C) downsizing
D) stealing
E) none of the above

Question 78

Sample BPM vendors include:

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

Question 79

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

Question 80

What does a BPR study do?