Enterprise Systems for Management, 2e (Motiwalla/Thompson)
Chapter 9 Organizational Change and Business Process Reengineering
1) A successful ERP implementation requires organizational change.
2) The FoxMeyer ERP implementation failed because they didn’t train their employees properly
on the new system.
3) BPR identifies current processes and the change required “best practices.”
4) The OPM3 is used to provide a framework for the ERP system’s infrastructure.
5) ERP implementations can use the existing organization and reporting structure.
6) Under normal circumstances, teamwork can take a number of years to develop, but it is
especially important in an ERP project.
7) A merger or acquisition usually entails some kind of organizational change.
8) Adding a new employee is an example of organizational change.
9) Organizational change refers to a fundamental and radical reorientation in the way the
organization operates.
10) ERP implementations often involve only minor changes to the organization.
11) In most cases, an ERP system will immediately increase profits and provide a short term
return on investment.
12) A BPR study should set the stage for the actual ERP implementation.
13) Legacy systems are built around the idea of “best practices.”
14) Senior management doesn’t need to commit to the ERP project until it is near the go-live
phase.
15) A well-defined communication plan is a key component of change management.
16) The OPM3 is used to assess an organization’s experience in implementing an ERP system.
17) Less skilled companies can raise their ERP skills by training employees or hiring external
consultants.
18) The OPM3 is a five step continuous improvement process.
19) Assessment is the last step of the OPM3 process.
20) Determining the appropriate best practices is part of the knowledge phase of the OPM3.
21) BPR is often used as the main reason for moving from legacy systems to an ERP system.
22) A business process is defined as “a set of logically related tasks performed to achieve a
defined business outcome.”
23) Reengineering can be traced back to the 1700s.
24) The first step in the BPR methodology is to define the “as is” process.
25) Sometimes the ERP system is not purchased until after the “to be” processes are defined and
communicated.
26) BPR with an ERP implementation requires crossing organizational levels.
27) The “to be” processes are the same as the existing processes.
28) In the “to be” phase some processes will be redesigned and some will be eliminated.
29) In the “as is” phase, all the new processes must have estimates of timing and who is
responsible.
30) Almost all ERP systems are slow and can be adjusted to meet organizational vision and
goals.
31) The BPR organizational structure must coincide with the project governance.
32) ERP implementation project CEOs are created just for the project.
33) The development of the project team is the responsibility of the CEO along with leads in
each area.
34) The only way to tell whether a project is on schedule is by using project measurements.
35) Project leads provide input to management and coordinate team activities.
36) A BPM process category is software-intensive processes.
37) A BPM process category is people-intensive processes.
38) A BPM process category is decision-intensive processes.
39) A BPM process category is hardware-intensive processes.
40) In the process of identifying and prioritizing reports from the old system, some of them may
be eliminated altogether.
41) The ________ manages the day-to-day aspects of the project.
A) Steering Committee
B) Super User
C) Project Manager
D) change management team
42) 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
43) The overall policy, budget, and scope of the project are determined by the:
A) PMO.
B) owners.
C) Steering Committee.
D) Project Executive.
44) The BPR methodology starts with ________ the first step.
A) testing
B) mapping
C) definition
D) reevaluation
E) preparation
45) The BPR methodology continues to the second step ________.
A) testing
B) mapping
C) definition
D) reevaluation
E) preparation
46) The BPR methodology continues to the third step ________.
A) testing
B) mapping
C) definition
D) reevaluation
E) preparation
47) The BPR methodology continues to the fourth step ________.
A) testing
B) mapping
C) definition
D) reevaluation
E) preparation
48) The BPR methodology continues to the fifth step ________.
A) testing
B) mapping
C) definition
D) reevaluation
E) preparation
49) ________ 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
50) 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
51) 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
52) Over the years, ________ has been equated with downsizing in ERP projects.
A) BPR
B) Business blueprinting
C) CSF
D) OPM3
53) 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.
54) 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
55) The OPM3 consists of three stages or steps:________, assessment, and improvement.
A) design
B) training
C) conversion
D) knowledge
56) 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
57) ERP implementations require their own organizations and ________ structure.
A) marketing
B) accounting
C) reporting
D) staffing
58) A change in the ________ would be an example of an organizational change.
A) building security
B) departmental staff
C) mission
D) marketing literature
59) 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.
60) 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
61) 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
62) 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
63) 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
64) 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
65) 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
66) BPR is often equated with ________.
A) leadership
B) status quo
C) downsizing
D) stealing
E) none of the above
67) 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
68) 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
69) The “to be” phase is ________ difficult than the “as is” phase.
A) more
B) less
C) equally as
D) none of the above
70) 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
71) Some BPR tools are ________ while others address certain market niches.
A) expensive
B) cheap
C) comprehensive
D) stylish
E) none of the above
72) 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
73) Sample BPM vendors include:
A) Adobe.
B) EMC.
C) IBM.
D) Oracle.
E) all of the above
74) 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
75) 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
76) Why is change management so import for ERP projects?
77) What is the OPM3 framework? How is it used in ERP projects?
78) Why is BPR often equated with downsizing?
79) What is organizational change? Give some examples.
80) What does a BPR study do?
81) What are the steps in the OPM3 process?
82) What are the steps in the BPR process?
83) What tools are available for supporting BPR?
84) What are the main areas of the ERP project organizational structure?