Forth week ES

In the opening case of Target's ERP implementation, what were the bad managerial decisions made that led to a failed outcome?

• Top management decided to pursue an aggressive and tight implementation timeline.

• When populating the ERP system, mid-managers utilized the benchmark figures from the US operations to forecast the sales demand in Canada

• Appropriate checks and balances are not in place, leading store managers to turn off auto-replenishment feature in the system.

• All of above

A large company with operations in multiple countries has just finished upgrading its legacy system to an Oracle ERP system. The consultant team believes that the risk of go-live problems can be subtantial, given that there are multiple interdependencies across business units. What might be a good approach in the roll out of this system?

• Big Bang

• Phased Approach

When assessing the possible areas of changes during an ERP implementation, it is important to consider elements of

• People

• Process

• Technology

• All of above

What are indicators of ERP implementation success?

• On time implementation

• On budget implementation

• On scope implementation

• All of above.

Change Management is:

• A. People side of technology project

• B. A systematic approach to dealing with change

• C. Only appropriate for ERP-related projects

• D. A and B only

A small company with small amount of capital that has finished implementing a small scale ERP system. The consulting team concludes that there are little risk of of go-live problems as the system does not involve complex interdependencies due to its small scale. What might be a good approach in the rollout of this system?

• Big Bang

• Phased Approach

Constant communication of project benefits to the users and a clear illustration of milestones are useful change management techniques for keeping motivation levels high during ERP implementation.

• True

• False

A retail company has zero experience with ERP implementation. They have hired an external consultant to help them with the implementation of SAP. The retail company is very amendable to the recommendations provided by their consultants. What role should the consultants take on, in general?

• Foot soldiers

• Commanders

• Diplomats

A client company wanted to implement a large scale ERP system. The project scope appears to be highly uncertain and the client does not seem to know what features are to be included in the final deliverable. What would be a good pricing model to use here when charging the client?

• Fixed Price

• Time and Material

Workers do not need time to adjust to newly implemented ERP if they are well-trained to use the new system prior to its launch.

• True

• False