Q&A Hero

Q: Project leads provide input to management and coordinate team activities.

Q: The only way to tell whether a project is on schedule is by using project measurements.

Q: The development of the project team is the responsibility of the CEO along with leads in each area.

Q: ERP implementation project CEOs are created just for the project.

Q: The BPR organizational structure must coincide with the project governance.

Q: Almost all ERP systems are slow and can be adjusted to meet organizational vision and goals.

Q: In the "as is" phase, all the new processes must have estimates of timing and who is responsible.

Q: In the "to be" phase some processes will be redesigned and some will be eliminated.

Q: The "to be" processes are the same as the existing processes.

Q: BPR with an ERP implementation requires crossing organizational levels.

Q: Sometimes the ERP system is not purchased until after the "to be" processes are defined and communicated.

Q: The first step in the BPR methodology is to define the "as is" process.

Q: Reengineering can be traced back to the 1700s.

Q: A business process is defined as "a set of logically related tasks performed to achieve a defined business outcome."

Q: BPR is often used as the main reason for moving from legacy systems to an ERP system.

Q: Determining the appropriate best practices is part of the knowledge phase of the OPM3.

Q: Assessment is the last step of the OPM3 process.

Q: The OPM3 is a five step continuous improvement process.

Q: Less skilled companies can raise their ERP skills by training employees or hiring external consultants.

Q: The OPM3 is used to assess an organization's experience in implementing an ERP system.

Q: A well-defined communication plan is a key component of change management.

Q: Senior management doesn't need to commit to the ERP project until it is near the go-live phase.

Q: Legacy systems are built around the idea of "best practices."

Q: A BPR study should set the stage for the actual ERP implementation.

Q: In most cases, an ERP system will immediately increase profits and provide a short term return on investment.

Q: ERP implementations often involve only minor changes to the organization.

Q: Organizational change refers to a fundamental and radical reorientation in the way the organization operates.

Q: Adding a new employee is an example of organizational change.

Q: A merger or acquisition usually entails some kind of organizational change.

Q: Under normal circumstances, teamwork can take a number of years to develop, but it is especially important in an ERP project.

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: BPR identifies current processes and the change required "best practices."

Q: The FoxMeyer ERP implementation failed because they didn't train their employees properly on the new system.

Q: A successful ERP implementation requires organizational change.

Q: What are the keys to a successful change management process?

Q: Why is it so important to have a decision making process in place?

Q: Why is it so important to have a knowledge transfer process in place?

Q: What does a module expert do? Why are they so crucial for the success of an ERP project?

Q: What does an SME do? Why are they so crucial for the success of an ERP project?

Q: Why do ERP projects often take longer to get started than anticipated?

Q: What is "program management" and how is it different from the idea of project management?

Q: What skills should a good project manager have?

Q: What is the role of the PMO in an ERP project?

Q: The ________ must manage the project scope, resources and schedule. A) attorneys B) PMO C) consultants D) IT staff E) none of the above

Q: 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

Q: 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

Q: 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

Q: Many projects fail because of a lack of ________ throughout the project. A) communication B) hardware C) consultants D) data E) all of the above

Q: 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

Q: 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

Q: 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

Q: 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

Q: 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

Q: 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

Q: 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

Q: 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

Q: 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

Q: 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

Q: ERP projects typically have high risks but also: A) high rewards. B) high ROI. C) long payback periods. D) easy go-live phases.

Q: 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

Q: 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.

Q: 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

Q: 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

Q: 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

Q: 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

Q: 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

Q: The PMO will also have to make sure that ________ are in key positions. A) salespeople B) individual contributors C) team players D) executives

Q: The PMO must be constantly evaluating ________, managing resources and the project schedule. A) software B) risks C) vendors D) hardware

Q: The PMO will probably report to the Project Executive and the: A) vendor team. B) change management office. C) owners. D) Steering Committee.

Q: 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

Q: 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

Q: In the program management model, the ________ manager manages across multiple functional projects. A) development B) PMO C) program D) project

Q: 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

Q: Project management is ________ focused while program management is strategically focused. A) functionally B) operationally C) historically D) tactically

Q: Program management and project management are often used ________ but actually refer to two different things. A) casually B) interchangeably C) progressively D) interactively

Q: 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

Q: The PMO must balance the project ________, resources and time. A) functions B) growth C) technical requirements D) scope

Q: 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

Q: If the project scope changes then this means that the resources or time will also need to change.