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Question
In the early days of ERP implementation, management clearly understood the magnitude of organizational issues to consider before and during ERP implementations.Answer
This answer is hidden. It contains 5 characters.
Related questions
Q:
Why is change management so import for ERP projects?
Q:
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
Q:
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
Q:
In the process of identifying and prioritizing reports from the old system, some of them may be eliminated altogether.
Q:
Project leads provide input to management and coordinate team activities.
Q:
The development of the project team is the responsibility of the CEO along with leads in each area.
Q:
BPR with an ERP implementation requires crossing organizational levels.
Q:
Determining the appropriate best practices is part of the knowledge phase of the OPM3.
Q:
A merger or acquisition usually entails some kind of organizational change.
Q:
ERP implementations can use the existing organization and reporting structure.
Q:
The OPM3 is used to provide a framework for the ERP system's infrastructure.
Q:
A successful ERP implementation requires organizational change.
Q:
Why is training so important for ERP implementations? What are some of the ways it can be delivered?
Q:
________ is usually the first activity to be cut when an ERP project goes over budget.
A) Managing
B) Consulting
C) Designing
D) Training
E) none of the above
Q:
Most issues during and after an ERP implementation are related to ________ and culture.
A) software
B) hardware
C) people
D) data
E) none of the above
Q:
The readiness process must be planned and organized well in advance of the ________ date.
A) go-live
B) build
C) stabilization
D) system transfer
Q:
The first task of the ________ plan should be monitoring the transition from the one phase to the other, enabling a smooth transfer of knowledge.
A) design
B) functional requirements
C) knowledge management
D) transition
E) cut-over
Q:
The ability to identify and correct bad data will be part of the ________ process.
A) design
B) stabilization
C) maintenance
D) go live
Q:
Data validation is mostly accomplished by developing detail ________ that identify data problems within the new system.
A) scenarios
B) function modules
C) applications
D) reports
Q:
As time goes on, existing users and new employees will need continuous ________ on the ERP system.
A) management
B) growth
C) training
D) functional requirements
Q:
After the implementation, data migration must be conducted periodically to ensure that the system is being used correctly and that data entry processes are being followed.
Q:
The first tier of the support process usually involves a help desk or a Call Center.
Q:
To better understand the effectiveness of the new ERP system, it is important to have key measurement in place after the go-live phase.
Q:
If the ERP system is turned on for the first time on Monday and sales people cannot login to get their sales report, this would be an example of a stabilization issue that needs to be tracked and debugged.
Q:
The PMO is the Project Maintenance Office.
Q:
The process for determining readiness consists of a series of meetings and discussions on the status of each of the area tasks.
Q:
What is contract life cycle management and how is this used in ERP implementations?
Q:
What is an RFP and how is it used in the vendor selection process?
Q:
Describe the main ERP vendors and what distinguishes them from the rest.
Q:
What should be the first step in the process of selecting an ERP vendor?