Question 1

The BPR and JIT approaches were both based on assumptions. And if those assumptions are not met, then they will fail to achieve the great expected results.

Accepted Answer

Both BPR and JIT approaches were based on specific assumptions about the organization and its processes. If those assumptions are not met, then the approach may not achieve the desired results. For example, if an organization implementing JIT does not have reliable suppliers or cannot accurately forecast demand, then the approach may not be effective. Similarly, if an organization does not have a clear understanding of its existing processes before implementing BPR, then the redesign may not be successful.

Question 2

Web services can connect processes with other systems across the organization, and with business partners. The resulting integrated BPM systems are BPM mashups.

Accepted Answer

Web services can indeed connect processes with other systems and partners, leading to the integration of BPM systems, which are often referred to as BPM mashups.

Question 3

The SDLC is a structured framework that consists of sequential processes by which information systems are developed.

Accepted Answer

The SDLC (System Development Life Cycle) is indeed a structured framework that includes a sequence of processes involved in developing information systems, from planning and analysis to maintenance and decommissioning.

Question 4

The goal of loose coupling of apps is to reduce dependencies between systems to improve flexibility and agility.

Accepted Answer

Loose coupling means that the components of a system are designed in such a way that they have minimal dependencies on other components, allowing for easier modification, updating, and replacement without disrupting the entire system. This approach is often used in the design of software applications to improve flexibility and agility.

Question 5

An advantage of JIT is that it significantly decreases transportation and ordering costs.

Accepted Answer

JIT (Just-In-Time) primarily reduces inventory holding costs and associated overheads, but it may actually increase transportation and ordering costs due to more frequent deliveries and smaller order quantities.

Question 6

Process design is typically mapped and documented using a modeling tool, such as Microsoft Excel.

Accepted Answer

While Microsoft Excel can be used for process design, it is not a modeling tool specifically designed for this purpose. Process modeling tools such as Pega or Bizagi are more commonly used for documenting and mapping processes.

Question 7

The BPM approach has its roots in just-in-time JIT), which is the radical redesign of an organization's business processes.

Accepted Answer

The BPM approach has its roots in total quality management (TQM) and business process reengineering (BPR), not JIT. While JIT focuses on minimizing inventory and reducing waste, BPM focuses on continuous improvement and optimization of business processes.

Question 8

A business process, such as the credit approval process, accomplishes or produces something of value to the organization.

Accepted Answer

A business process exists to accomplish or produce something of value to the organization, whether it be increasing efficiency, improving quality, or delivering a product or service to customers. The credit approval process, for example, ensures that the organization is making wise and informed decisions about lending money, which can help protect against losses and drive revenue.

Question 9

Many JIT implementations in the U.S. actually increased inventory costs because JIT is based on the assumption that warehousing costs are extremely high, as they were in Japan where JIT was initiated by Toyota.

Accepted Answer

JIT was developed in Japan where warehousing costs were high, however, in the U.S., warehousing costs were relatively low and this led to an increase in inventory costs for many JIT implementations.

Question 10

In order to manage a process, the process needs to have outputs that are measurable.

Accepted Answer

Measurable outputs allow for the process to be monitored and evaluated for improvement or efficiency. Without measurable outputs, it is difficult to determine the success or effectiveness of a process.

Question 11

An important aspect of SOA is the separation of the service interface the what) from its implementation the how).

Accepted Answer

This statement is true. In SOA, the service interface defines what a service does and the implementation defines how it is done. This separation allows for greater flexibility and reuse of services.

Question 12

Not only is the development of the process important, the testing is equally as critical.

Accepted Answer

Testing is a crucial part of the development process as it helps to ensure that the product or software meets the desired specifications and is free from errors or bugs. Without proper testing, it is impossible to know if the product is ready for release or if it needs further improvement.

Question 13

Project resources must be managed according to the Gantt chart.

Accepted Answer

Gantt charts are a tool for scheduling project tasks and tracking progress, but managing project resources involves additional considerations such as budgeting, allocation, and optimization, which may require other tools and methods beyond just a Gantt chart.

Question 14

If organizations focus exclusively on automation and cost savings, they might achieve significant operational efficiencies but lose their competitive edge.

Accepted Answer

Focusing exclusively on automation and cost savings can lead to neglecting other important aspects such as customer experience, innovation, and agility, which are crucial for maintaining a competitive edge in the market.

Question 15

When applying business process reengineering BPR), managers first attempt to automate or semi-automate an organization's business processes.

Accepted Answer

When applying business process reengineering (BPR), managers first analyze and redesign an organization's business processes to improve efficiency and effectiveness before considering automation or semi-automation. Automation is not the first step in the BPR process.

Question 16

SOA and BPM both focus on creating a more flexible IT architecture and optimizing the way actual work gets done.

Accepted Answer

The answer of SOA and BPM both focus on creating...

Question 17

For many organizations, custom software is more expensive than packaged applications. However, if a package does not closely fit the company's needs, the savings are often diluted when the information systems staff or consultants must extend the functionality of the purchased packages.

Accepted Answer

This statement is true. While packaged applications may be initially cheaper, the cost of customizing and extending their functionality to fit a company's specific needs can often outweigh the savings.

Question 18

In the 1990s, most organizations failed to achieve fundamental business process improvements because they attended a BPR seminar and then made mistakes in the implementation.

Accepted Answer

This statement is true. Many organizations in the 1990s attended Business Process Reengineering (BPR) seminars and were inspired by the idea of achieving significant process improvements. However, many of these organizations failed to implement BPR successfully and did not achieve their intended results due to mistakes in implementation such as lack of employee involvement, inadequate planning, and unrealistic expectations.

Question 19

SOA is a confusing concept, even for practitioners, because SOA is mistakenly described like BPM or the definition is incomprehensible.

Accepted Answer

Many people, including practitioners, find SOA to be a confusing concept because it is often described incorrectly or incomprehensibly.

Question 20

After decades of reengineering attempts, organizations no longer duplicate processes or perform non-core tasks that should be outsourced.

Accepted Answer

Despite decades of reengineering and efforts to streamline operations, many organizations still experience process duplication and perform non-core tasks in-house that could be more efficiently outsourced. This is often due to factors such as resistance to change, lack of awareness of inefficiencies, or strategic decisions to maintain certain capabilities internally.

Quiz 13: Business Process and Project Management