Enterprise Systems for Management, 2e (Motiwalla/Thompson)
Chapter 8 Program and Project Management
1) Most ERP project teams are made up of a variety of staff and consultants.
2) ERP project team members don’t need to have functional or technical expertise in a specific
area.
3) The Steering Committee is responsible for ensuring that project teams are working well
together.
4) The PMO needs to make certain that team activities stay synchronized and that progress is
being made.
5) The skill set of an ERP project manager must be varied and robust.
6) A program manager should be focused on tactical areas of the ERP implementation.
7) The PMO will regularly address the critical success factors and how they relate to the decision
processes.
8) Project management and program management basically refer to the same thing.
9) Project management is focused on strategic goals.
10) ERP implementations often consist of several projects simultaneously.
11) The primary goal of an ERP system should be to upgrade existing legacy systems to a more
robust ERP system.
12) It is the role of the program manager to keep all the projects moving in the same direction to
achieve the overall goals of the business.
13) Program management is the responsibility of the Project Director.
14) As long as a project leader is an important technical or functional contributor for the project,
good communication skills are not necessary.
15) Module experts convert business requirements into solutions within the ERP system.
16) SMEs usually have a good understanding of the main components involved in an ERP
implementation.
17) Most module experts are project driven.
18) Leading ERP projects is a very risky but rewarding activity.
19) Hiring skilled ERP staff is not a problem for most ERP implementations.
20) It is best to have a single work location for an ERP project team.
21) The goal of the technical staff is to ensure that the ERP system works as defined.
22) The technical leader should be well-versed in the technology but not necessarily in how to
manage projects.
23) It is important that the PMO manage the expectations of senior management and
communicate the progress of the project.
24) Staff turnover is usually not a problem for ERP projects.
25) Staff who are not on the project may not want the new system and actively work to
undermine its success.
26) It is normal in an ERP project that there are always agreements about how to use the system
and other issues.
27) If decisions about the ERP system are communicated properly it may be difficult to get buy-
in on the new system from the users.
28) The ERP project deliverables are part of the project scope.
29) Never changing the parameters in the original project goals can lead to scope creep.
30) Relying solely on internal IT personnel is likely to slow down the ERP project.
31) Outside ERP hardware are often used because they don’t work for the software vendor or
work for the organization implementing the ERP system.
32) Outside consultants must be integrated with internal IT personnel on project teams in order
to realize the benefits of software transfer.
33) It is very important that the executive sponsor speak at the project completion meeting about
how important the project is for the organization as a whole.
34) If some ERP functionality does not work well, there may need to be a change to the original
project scope.
35) Change control is how changes are managed through a change process and governance.
36) Scope creep can quickly lead to missed deadlines and project budget savings.
37) The hiring and selecting of competent staff will ensure the go live is smooth and the system
is sustainable.
38) ERP implementations require teamwork and a low level of trust also.
39) Senior management must remain committed to the project through every phase and must
show their commitment.
40) If the project scope changes then this means that the resources or time will also need to
change.
41) The ________ needs to make certain that the project team activities stay synchronized and
that progress is being made.
A) partners
B) users
C) PMO
D) change management team
42) The PMO must balance the project ________, resources and time.
A) functions
B) growth
C) technical requirements
D) scope
43) Not only should a project manager be able to address issues related to how the system works,
but he must be ________ savvy.
A) marketing
B) design
C) politically
D) financially
44) Program management and project management are often used ________ but actually refer to
two different things.
A) casually
B) interchangeably
C) progressively
D) interactively
45) Project management is ________ focused while program management is strategically
focused.
A) functionally
B) operationally
C) historically
D) tactically
46) The program manager must ________ all the different projects and make sure the overall
business goals are being met.
A) outsource
B) link
C) use
D) offshore
47) In the program management model, the ________ manager manages across multiple
functional projects.
A) development
B) PMO
C) program
D) project
48) When a company decides to implement an ERP system, a(n) ________ must be created that
outlines the business goals to be achieved.
A) awareness
B) position paper
C) business case
D) white paper
E) committee
49) Increased market share is an example of a possible ________ that might justify
implementing an ERP system.
A) business goal
B) project
C) CSF
D) process driver
50) The PMO will probably report to the Project Executive and the:
A) vendor team.
B) change management office.
C) owners.
D) Steering Committee.
51) The PMO must be constantly evaluating ________, managing resources and the project
schedule.
A) software
B) risks
C) vendors
D) hardware
52) The PMO will also have to make sure that ________ are in key positions.
A) salespeople
B) individual contributors
C) team players
D) executives
53) If a(n) ________ is in a leadership position, this will increase project risks and create
problems within the team.
A) team player
B) manager
C) SME
D) individual contributor
54) In order to increase teamwork and productivity, it may be necessary to have ________ in
how to conduct effective meetings.
A) examples
B) training
C) books
D) lectures
55) The ________ are responsible for analyzing business requirements and converting them into
solutions with the ERP system.
A) design experts
B) SMEs
C) module experts
D) consultants
56) The ________ have specific knowledge about one or more of the business processes and
help to coordinate and prioritize the different functional requirements of the new system.
A) SMEs
B) project team members
C) module experts
D) functional experts
57) The ________ understand the ERP functionality and will make the new system do what it is
supposed to do.
A) SMEs
B) project team members
C) module experts
D) functional experts
58) Because SMEs usually only understand a small component of the ERP implementation, they
will need to be trained on project process and:
A) functions.
B) changes.
C) modules.
D) methodology.
59) SMEs will have a hard time understanding how the new system is going to work until they
see ________ flow through the system.
A) process management scenarios
B) their own data
C) the system upgrades
D) data migration
60) ERP projects typically have high risks but also:
A) high rewards.
B) high ROI.
C) long payback periods.
D) easy go-live phases.
61) Because they may have to look outside the company for skilled ERP consultants, the project
________ may depend on when the key staff are in place.
A) training
B) go live date
C) start date
D) stabilization
62) It is important that the project team has a ________ to work together.
A) team wiki
B) single location
C) project leader
D) project web site
E) central data repository
63) The goal of the ________ is to make sure the new system works as it was defined.
A) functional staff
B) PMO
C) technical staff
D) Steering Committee
64) When a key project member leaves in the middle of the project, it is important that there is a
process in place to transfer their ________ to their replacement.
A) files
B) scope document
C) knowledge
D) functional requirements document
65) In order to minimize the destructive effects of poor communication and backbiting behavior,
a PMO must ensure that project teams are ________ for decisions and directions they take.
A) dissolved
B) changed
C) accountable
D) compensated
66) There will always be second guessing of ________ made by project members. This can be
very harmful to the success of the ERP project.
A) attorneys
B) executives
C) consultants
D) decisions
E) none of the above
67) Because of the integrated nature of ERP systems, having good ________ is one of the most
important factors in successful projects.
A) attorneys
B) executives
C) teamwork
D) consultants
E) all of the above
68) Because people often have a fear of the unknown, it is normal for them to ________ the
changes brought by a new ERP system.
A) embrace
B) encourage
C) accept
D) resist
E) all of the above
69) One important way of calming users’ fears is with an aggressive ________ program.
A) training
B) replacement
C) layoff
D) vacation
E) none of the above
70) Changes in project scope or new functionality are often addressed through the research and
development of a ________.
A) new system
B) white paper
C) consulting company
D) new organizational structure
E) none of the above
71) Many projects fail because of a lack of ________ throughout the project.
A) communication
B) hardware
C) consultants
D) data
E) all of the above
72) ERP projects often take a few ________ to implement so top management may forget some
of the key benefits of the system.
A) days
B) months
C) years
D) decades
E) none of the above
73) Too many changes to the system can slow down the project and bring it ________.
A) under budget
B) to a quick completion
C) to the vendors
D) to a standstill
E) none of the above
74) In addition to having functional and technical skills, each team member must understand the
importance of ________.
A) teamwork
B) the hardware
C) the software
D) the data
E) none of the above
75) The ________ must manage the project scope, resources and schedule.
A) attorneys
B) PMO
C) consultants
D) IT staff
E) none of the above
76) What is the role of the PMO in an ERP project?
77) What skills should a good project manager have?
78) What is “program management” and how is it different from the idea of project
management?
79) Why do ERP projects often take longer to get started than anticipated?
80) What does an SME do? Why are they so crucial for the success of an ERP project?
81) What does a module expert do? Why are they so crucial for the success of an ERP project?
82) Why is it so important to have a knowledge transfer process in place?
83) Why is it so important to have a decision making process in place?
84) What are the keys to a successful change management process?