Deck 13: Transition to the New System

Question 1

What is probably a common scenario in most organizations when installing a new system?

A)users are excited about the new system
B)resistance to change exists
C)scope creep delays implementation by at least two months
D)the change agent is a member of the business unit adopting the change
E)the project sponsor is the lead systems analyst

Answer 1

B

Question 2

Which of the following is a true statement about successful change?

A)the migration plan is not clear
B)the likelihood of successful change is increased when the cost of the transition to individuals who must change is low
C)there is a need for significantly different new skills
D)there is a strong possibility of disruptions in how the company has done business with the new system
E)the change agent is a newcomer who has been viewed as 'pushy' by potential adopters

Answer 2

B

Question 3

The authors suggest that "with new systems," it may be best:

A)to expect success with optimism
B)to expect the worst
C)to add three additional weeks of alpha and beta testing
D)to keep the existing system for two additional years
E)to hold daily developer & user troubleshooting meetings during the implementation stage

Answer 3

B

Question 4

Which is NOT a change management plan step?

A)revising management policies
B)assessing the costs and benefit models of potential adopters
C)motivating adoption
D)installing 'user friendly' hardware
E)enabling people to adopt through training

Question 5

Which is NOT a step involved in preparing the technology?

A)install the hardware
B)install the telecommunications system
C)convert the logical DFDs into physical DFDs
D)convert the data
E)install the software

Question 6

Which is NOT a post-implementation activity?

A)system support
B)system maintenance
C)system request
D)project assessment
E)providing help desk and telephone support for users

Question 7

Connie is trying to motivate users to adopt the new system.The first step she needs to consider is:

A)how to cajole the users into adopting the system
B)that people need to be paid to adopt a new system
C)the factors that inhibit change and the perception of costs and benefits
D)the standard operating procedures of the organization
E)the informal politics and the informal 'boss' of the users (and how to reach this person)

Question 8

The habitual routines for how work is performed are called:

A)work norms
B)policies,processes and procedures (the "3Ps")
C)resource allocations
D)standard operating procedures
E)assignment infrastructures

Question 9

Considering conversion style,conversion locations,and conversion modules,the most risky approach is probably:

A)direct,simultaneous,whole-system
B)direct,phased,whole-system
C)direct,pilot,modular
D)parallel,simultaneous,modular
E)parallel,phased,modular

Question 10

Early adopters in the new customer resource management system received faster computers with more memory.In terms of management policy,this is probably an example of:

A)standard operating procedures
B)checks and balances
C)bonus processes
D)fair play
E)resource allocation

Question 11

When considering costs of a new system conversion,which is NOT a common cost to consider?

A)the cost of running two systems with a parallel conversion
B)the costs of more staff at more locations for support in a simultaneous conversion
C)the salary costs of users,trainers,administrators,consultants
D)the hardware costs for a pilot system
E)the extra programming costs for a modular conversion

Question 12

Which is NOT a basic tool for structuring work processes in organizations?

A)formal standard operating procedures
B)defining how people assign meaning to events (such as to 'be successful')
C)promoting earlier adopters to management positions
D)allocating funds for training
E)allocating funds for positive infrastructure

Question 13

Connie knows that _________ when trying to motivate people to change

A)people act on what they believe to be true,not what actually is true
B)people act out of political reasons,such as trying to please the manager
C)people will change only when it is best for the organization
D)change is generally related to age;younger employees will embrace change;while older employees will not embrace change
E)change can only occur when negative pressures are in play

Question 14

It has been a busy project experience for Omar.During the analysis phase,he encountered some negative feedback from users.During design,his best user-interface analyst left for a new position and a novice user-interface designer took over.And during the coding,the team had to rely on some off-shore developers who had trouble understand the programming specifications.To get the system running as expected,the testing time was reduced.Which of the following conversion approaches might be the safest approach for Omar and the project team?

A)direct,whole-system,simultaneous conversion
B)parallel,pilot site,simultaneous conversion
C)direct,phased,simultaneous conversion
D)direct,pilot and phased conversion
E)parallel,modular and top-down conversion

Question 15

The two types of conversion modules are:

A)whole-system and waterfall
B)waterfall and phased
C)modular conversion and whole-system
D)pilot and modular
E)parallel and modular

Question 16

A comment about why people resist change might be:

A)people like change and feeling part of a successful organization
B)what is good for the organization is not necessarily good for the people
C)change can be very uplifting and comforting
D)change is the motto of Wal-Mart
E)using new and updated systems makes a person look like a "yes-person"

Question 17

One of the problems with a parallel conversion is:

A)there is a higher risk
B)the old hardware might fail
C)there is a lower risk
D)the users have to enter data into both systems
E)there is an abrupt conversion

Question 18

Plans to handle potential business disruption due to technical problems during conversion are covered in the:

A)System back-out plan
B)Conversion disruption plan
C)Alignment alteration plan
D)Business Contingency Plan
E)Help Desk plan

Question 19

A lot of the 'unfreeze' part of Lewin's three step model for managing organization change:

A)is part of the user interface design activities
B)is generally accomplished by a strongly worded e-mail from the project sponsor to the development / project management team
C)has been accomplished to this point in the project by the systems development life cycle (SDLC)processes
D)is done by 'turning up the heat' (i.e.unfreeze)on the users to make them want to change
E)is accomplished by the organization's marketing vice president

Question 20

When installing hardware,it is best to:

A)leave this to the last minute,so to get the latest versions of the hardware from the vendor(s)
B)work closely with the vendors who are supplying the hardware
C)create a RFP two weeks before install date
D)call Home Depot
E)outsource the hardware installation to India

Question 21

With resistant adopters (those that simply refuse to accept the change with the new system),it might be better to:

A)bring them together for a meeting and open debate on a unimpassioned,logical approach
B)ignore this small minority of resistant adopters and focus on the larger majority of ready and reluctant adopters
C)find the more vocal resistant adopters and 'bribe' them to accept the new system with such actions as updated computer systems,time off,and 'trinkets' (like banners,buttons,stuffed animals)
D)find the leaders of this resistance and fire one of two of them as a message to the others to get 'on board'
E)use an implementation JAD session with leaders from the ready adopters,reluctant adopters,and resistant adopters to find common ground

Question 22

Most of the SDLC processes (including JAD sessions and interviews with users)have laid the groundwork for 'unfreezing' the current system so that a new system can replace it.

Question 23

One aspect of converting to a new system might be to convert data from one format into data that will be used by the new system.

Question 24

TJ was the project manager on the ERP implementation project.He should lead an evaluation of the project to identify what went well and what could be improved for the next system development project.

Question 25

Planning for the transition from the old system to the new system begins while programmers are still conducting interviews and drawing logical DFDs.

Question 26

Fredrick Brooks suggested a three step model for managing organizational change: (a)unfreeze;(b)move;and (c)refreeze.

Question 27

Knowing that sometimes things happen due to technical problems when implementing a new system is a great reason to have a business contingency plan.

Question 28

Lewin's model for managing organizational change has four steps: (a)thaw;(b)enticement;(c)change;and (d)institutionalize.

Question 29

Which is most likely NOT a part of Project Assessment?

A)project team review (reports on activities and performance with an eye for improvement)
B)system review of the costs that were initially used in starting the analysis
C)identifying mistakes in the project and understanding the causes of those mistakes
D)a thorough analysis of the software coding as to standards,cohesion and coupling
E)system review of the proposed benefits that were used in analysis

Question 30

Training should focus on:

A)how management views the new system
B)the enhanced and beneficial features of the new system
C)helping the users to accomplish their jobs
D)the underlying programming of the new system
E)how the analysts went from users use-cases to DFDs and ERDs

Question 31

Generally the cheapest training to deliver would be:

A)classroom training
B)computer-based training (CBT)
C)one-on-one training
D)mentoring
E)sending employees to a nearby college or university

Question 32

Once the project team has installed the system and performed the change management activities,the system is officially turned over to:

A)the users
B)the operations group
C)management
D)vendors
E)consultants

Question 33

Training is probably the most _________ part of any change management initiative.

A)self-evident
B)expensive
C)overused
D)wasted
E)tedious

Question 34

Frequently,as people get used to certain ways of doing things,they view their job in terms of those processes rather than in terms of the business goals of serving customers.

Question 35

The goal of post-implementation activities is to:

A)praise the ready adopters
B)give encouragement to the reluctant adopters who joined in
C)institutionalize the use of the new system
D)quickly modify the system with the changes that were suggested during the project that were deemed as 'good',but identified as 'scope creep'
E)finally be able to relax and bond together (frequently with a post-implementation party)

Question 36

A 'technology restructuring matrix' describes how to handle potential business disruptions due to technical problems during conversion.

Question 37

The first step in Lewin's model is "thaw".

Question 38

Research has shown that about __________ of potential adopters will be ready adopters.

A)5% to 10%
B)10% to 20%
C)20% to 30%
D)40% to 50%
E)90 to 100%

Question 39

_________________ is the process of refining the system to make sure it continues to meet business needs.

A)Business contingency plan
B)System maintenance
C)Help desk
D)SDLC
E)all of these

Question 40

A study of 10,000 end-users in the insurance industry in the United States found that only a small percentage of the users allowed the system work processes to become habits or norms.

Question 41

A 'pilot' program is where the new system is rolled out at one location (or a few locations).

Question 42

Most organizations provide a help desk that provides a place for users to ask questions and to talk to a help desk support person.

Question 43

Probably the most costly conversion strategy is a parallel conversion at all locations with just one module at a time.

Question 44

With new systems,it might be more appropriate to expect that everything will come off perfectly.

Question 45

Arranging for and installing any needed hardware and software and converting data as needed for the new system is called 'technical readiness'.

Question 46

No computer system will be successfully adopted unless management policies support its adoption.

Question 47

What are the two 'conversion style' options for switching from the old system to the new system - and what are the advantages and disadvantages to each?

Question 48

SOPs are "system organizational policies" and are the formal ways to perform work processes.

Question 49

One challenge of being a change agent is to make the benefits of adopting the system more attractive to reluctant users.

Question 50

Change management is the process of helping people adjust to the new system and its new work processes without undue stress.

Question 51

The 'worst case scenario' might be that when implementing a new system (using the direct cut-over)that the new system doesn't work and the old system has been decommissioned.

Question 52

One of the first steps in change management is to understand what the new hardware and software can do for the business.

Question 53

One conversation strategy is 'conversion style' where the change from the old system to the new system can be instantaneous or gradual.

Question 54

Kohl's department stores have sub-divided the United States into twelve regions.Nancy has taken the lead on training users in a new accounting system.In order to get Nancy to train accounting users in each region,the implementation will be staggered from one region to the next as the staff receives their training.This is called 'pilot conversion'.

Question 55

In terms of risk in conversion,a direct conversion of the entire system at all locations at one time would be the highest risk.

Question 56

Generally the most common conversion approach is to install the entire system at one time.

Question 57

The project team review is usually conducted two years after the system is installed.

Question 58

In the 'project team review',each project member generally will prepare twenty to fifty pages of documentation with various diagrams (ERD,DFD,use-cases)on what they did in the project.

Question 59

The three key roles in any major organization change are: (a)sponsor;(b)consultant;(c)champion.

Question 60

Once the project team has installed the system and performed the change management activities,the system is officially turned over to the users.

Question 61

What is a 'business contingency plan'? What is its purpose?

Question 62

What is the most technically complicated step in the migration plan? Why?

Question 63

In motivating users to adopt a new system,it is suggested that change agents develop two clear and concise lists of costs and benefits provided by the new system as compared to the as-is system.Why is this important?

Question 64

What are the two basic strategies to motivate adoption? Give information on each.

Question 65

What happens after the project team has installed the system and performed the change management activities? What happens to the system from that point on?

Question 66

There are three conversion locations - what are they and give some advantages of each.

Question 67

How can careful training help adoption of a new system?