Deck 8: Program and Project Management

Question 1

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

Answer 1

False

Question 2

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

Answer 2

False

Question 3

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

Answer 3

True

Question 4

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

Question 5

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

Question 6

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

Question 7

Project management is focused on strategic goals.

Question 8

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

Question 9

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

Question 10

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

Question 11

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

Question 12

Program management is the responsibility of the Project Director.

Question 13

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

Question 14

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

Question 15

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

Question 16

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

Question 17

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.

Question 18

Most module experts are project driven.

Question 19

ERP implementations often consist of several projects simultaneously.

Question 20

Leading ERP projects is a very risky but rewarding activity.

Question 21

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

Question 22

Staff turnover is usually not a problem for ERP projects.

Question 23

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.

Question 24

The ERP project deliverables are part of the project scope.

Question 25

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

Question 26

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

Question 27

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

Question 28

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

Question 29

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

Question 30

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

Question 31

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

Question 32

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

Question 33

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

Question 34

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

Question 35

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

Question 36

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

Question 37

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

Question 38

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

Question 39

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

Question 40

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

Question 41

Program management and project management are often used ________ but actually refer to two different things.

A) casually
B) interchangeably
C) progressively
D) interactively

Question 42

The PMO must balance the project ________, resources and time.

A) functions
B) growth
C) technical requirements
D) scope

Question 43

The PMO must be constantly evaluating ________, managing resources and the project schedule.

A) software
B) risks
C) vendors
D) hardware

Question 44

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

Question 45

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

Question 46

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

Question 47

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.

Question 48

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

Question 49

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

Question 50

ERP projects typically have high risks but also:

A) high rewards.
B) high ROI.
C) long payback periods.
D) easy go-live phases.

Question 51

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

Question 52

Project management is ________ focused while program management is strategically focused.

A) functionally
B) operationally
C) historically
D) tactically

Question 53

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

Question 54

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

Question 55

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

Question 56

The PMO will probably report to the Project Executive and the:

A) vendor team.
B) change management office.
C) owners.
D) Steering Committee.

Question 57

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

Question 58

In the program management model, the ________ manager manages across multiple functional projects.

A) development
B) PMO
C) program
D) project

Question 59

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

Question 60

The PMO will also have to make sure that ________ are in key positions.

A) salespeople
B) individual contributors
C) team players
D) executives

Question 61

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

Question 62

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

Question 63

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

Question 64

The ________ must manage the project scope, resources and schedule.

A) attorneys
B) PMO
C) consultants
D) IT staff
E) none of the above

Question 65

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

Question 66

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

Question 67

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

Question 68

Many projects fail because of a lack of ________ throughout the project.

A) communication
B) hardware
C) consultants
D) data
E) all of the above

Question 69

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

Question 70

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

Question 71

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

Question 72

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

Question 73

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

Question 74

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

Question 75

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

Question 76

What skills should a good project manager have?

Question 77

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

Question 78

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

Question 79

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

Question 80

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