Question :
Important system changes were implemented two months ago. The changes were well-planned, well-designed, thoroughly tested before and after conversion, and various employee training sessions were conducted. Still, the changes haven't resulted in any productivity increases, process improvements or cost savings. Management is puzzled and needs to find out why the system isn't successful. The best action for management to take is
A) conduct face-to-face interviews with managers, randomly, and key personnel selected employees from each functional area impacted by the system changes in an attempt to discover why the changes aren't effective.
B) Ensure the system changes were well documented and review the documentation to see if perhaps some significant feature or process was overlooked during the design phase.
C) Email a series of questions to all employees, asking for input about further changes that would bring about the desired results
D) Advise employees that consultants can be conducting observation sessions over the next two weeks to evaluate if employees have fully implemented changes and whether there is any evidence of resistance to the changes
Which of the subsequent is not true about business process management (BPM) and enterprise resource planning (ERP) systems?
A) ERP systems encompass all processes and functions in an organization, but BPM systems are implemented at process or unit levels in an organization
B) BPM systems are process-centered, but ERP systems are data-centered
C) Organizations will use both BPM and ERP systems at the same time
D) BPM and ERP systems rely heavily technology for communication and coordination