Q&A Hero

Q: Senior management must remain committed to the project through every phase and must show their commitment.

Q: ERP implementations require teamwork and a low level of trust also.

Q: The hiring and selecting of competent staff will ensure the go live is smooth and the system is sustainable.

Q: Scope creep can quickly lead to missed deadlines and project budget savings.

Q: Change control is how changes are managed through a change process and governance.

Q: If some ERP functionality does not work well, there may need to be a change to the original project scope.

Q: 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.

Q: Outside consultants must be integrated with internal IT personnel on project teams in order to realize the benefits of software transfer.

Q: Outside ERP hardware are often used because they don't work for the software vendor or work for the organization implementing the ERP system.

Q: Relying solely on internal IT personnel is likely to slow down the ERP project.

Q: Never changing the parameters in the original project goals can lead to scope creep.

Q: The ERP project deliverables are part of the project scope.

Q: If decisions about the ERP system are communicated properly it may be difficult to get buy-in on the new system from the users.

Q: It is normal in an ERP project that there are always agreements about how to use the system and other issues.

Q: Staff who are not on the project may not want the new system and actively work to undermine its success.

Q: Staff turnover is usually not a problem for ERP projects.

Q: It is important that the PMO manage the expectations of senior management and communicate the progress of the project.

Q: The technical leader should be well-versed in the technology but not necessarily in how to manage projects.

Q: The goal of the technical staff is to ensure that the ERP system works as defined.

Q: It is best to have a single work location for an ERP project team.

Q: Hiring skilled ERP staff is not a problem for most ERP implementations.

Q: Leading ERP projects is a very risky but rewarding activity.

Q: Most module experts are project driven.

Q: SMEs usually have a good understanding of the main components involved in an ERP implementation.

Q: Module experts convert business requirements into solutions within the ERP system.

Q: As long as a project leader is an important technical or functional contributor for the project, good communication skills are not necessary.

Q: Program management is the responsibility of the Project Director.

Q: 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.

Q: The primary goal of an ERP system should be to upgrade existing legacy systems to a more robust ERP system.

Q: ERP implementations often consist of several projects simultaneously.

Q: Project management is focused on strategic goals.

Q: Project management and program management basically refer to the same thing.

Q: The PMO will regularly address the critical success factors and how they relate to the decision processes.

Q: A program manager should be focused on tactical areas of the ERP implementation.

Q: The skill set of an ERP project manager must be varied and robust.

Q: The PMO needs to make certain that team activities stay synchronized and that progress is being made.

Q: The Steering Committee is responsible for ensuring that project teams are working well together.

Q: ERP project team members don't need to have functional or technical expertise in a specific area.

Q: Most ERP project teams are made up of a variety of staff and consultants.

Q: The stabilization period is from the go live date to about 90 days after, or until the number of issues to be fixed is reduced to a manageable number.

Q: The readiness process should only include key "super" users.

Q: A readiness assessment should be conducted before going live.

Q: The ERP implementation phase is just after the go live phase.

Q: How does an organization know when it is ready to go live with the new ERP system?

Q: What is knowledge transfer and why is it important for ERP implementations?

Q: Describe the three tiers of the typical support process.

Q: What is the post product support phase? Describe some of the activities that must occur here.

Q: Describe some of the typical user issues and activities that may arise during the stabilization period.

Q: What is the stabilization process? Why is it so critical?

Q: What is the difference between ERP training and education? What is the cause of most of the issues in ERP implementations?

Q: Why is training so important for ERP implementations? What are some of the ways it can be delivered?

Q: The help desk will enlist the support of ________ to help users across the organization. A) consultants B) key users C) executives D) consultants E) none of the above

Q: Basic problems, such as password problems or user access, are usually handled by the ________ tier of the support process. A) top B) executive C) attorney D) first E) none of the above

Q: Most user problems with the new ERP system are due to a lack of understanding of the system and how business ________ interact with the system. A) processes B) people C) data D) software E) all of the above

Q: Users may be frustrated with the new ERP system because activities that were simple to do in the old legacy system now seem much ________ in the new system. A) easier B) faster C) more complex D) cheaper E) none of the above

Q: The stabilization period is characterized by ________ hours, many problems and lots of anxiety. A) short B) long C) less D) all of the above

Q: During the stabilization period, subject matter experts should be prepared to help ________ from their departments to learn to use the system. A) consultants B) users C) attorneys D) vendors E) none of the above

Q: After the ERP system goes live, the organization will need to shift into a ________ process. A) initiation B) implementation C) stabilization D) socialization E) all of the above

Q: To make sure that it receives adequate funding and room in the project schedule, training should be endorsed by ________ management. A) senior B) operational C) lower level D) casual E) none of the above

Q: The ________ process begins when the ERP system software is in production, initial training is complete and conversion of critical data is done. A) initiation B) stabilization C) implementation D) socialization E) none of the above

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: Training must be provided to the system users using ________ and examples. A) DVDs B) real data C) applications D) practice systems

Q: With the second and subsequent readiness reviews, the ________ should be assessed to see if it is still feasible. A) statement of intent B) scope document C) go-live date D) functional requirements document

Q: Go live readiness reviews involve ________ the current metrics related to what remains to be completed. A) documenting B) purchasing C) outsourcing D) refining

Q: The go live ________ process will clarify the progress towards completing the activities and identify the major issues on which to focus before going live. A) development B) readiness C) outsourcing D) integration E) data migration

Q: ________ should start during the readiness process and continue through stabilization through to the post production support phase. A) Assessment B) Training C) Process mapping D) Data migration

Q: The time from the go-live date until about 90 days after is known as the ________ period. A) stabilization B) readiness C) maintenance D) post-support

Q: An elaborate readiness process is considered to a(n): A) process management scenarios. B) change management prerequisite. C) "best practice." D) key project indicator.

Q: Because it is likely that key team members will leave during the project, it is important to have a ________ plan in place. A) functional operation B) changes management C) knowledge transfer D) component mapping

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: Having a(n) ________ will eliminate confusion, duplication, and losing data. A) ETL tool B) ERP system C) centralized data repository D) PMO

Q: ________ systems help to streamline the process of knowledge and skill transfer. A) Legacy B) Knowledge management C) Data warehouse D) Skill transfer

Q: In the go-live and stabilization phases, the ________ is replaced by the Application COE. A) legacy system B) ERP COE C) database D) business process

Q: From the operational perspective, during the definition and build phases, it is important to document the ________ and how they are mapped to the ERP software. A) legacy systems B) functional requirements C) databases D) business processes

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: In the go live and stabilization phases, the ________ is likely to change. A) design B) contract C) hardware vendor D) team composition

Q: Making sure that users can connect to the production server from their various sites is a measure of ________ readiness. A) design B) post implementation C) functional D) technical infrastructure

Q: Knowledge and skill transfer should be an integral part of the ________ plan from day one. A) integration B) migration C) implementation D) development

Q: When an employee leaves the company, it is important to take time to address the ________ problem. A) awareness B) training C) transfer D) configuration