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Question
When organizations get large and complex they tend to break functions into larger units and assign one or more staff the responsibility for these activities.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?