Chapter 1 Introduction to Enterprise Systems for Management

1)
The Hershey’s example shows the complexity of implementing ERP systems in
organizations.

2)
In the early days of ERP implementation, management clearly understood the
magnitude of organizational issues to consider before and during ERP
implementations.

3)
ERP systems are not much different from conventional software packages like
Microsoft Office.

4)
ERP implementations usually go beyond technical issues, to include people,
process and change issues.

5)
eBusiness is an adaptive technology as opposed to ERP which is a disruptive
technology.

6)
During the input phase of an Information System, the people components are most
prominent.

7)
No single information system can support all the needs of a business.

8)
At the mid-management level, functions are highly structured and the resources
are predefined.

9)
Quantitative requirements are usually much greater at the operational level.

10)
Strategic level functions are usually more unstructured.

11)
Because of the increasing pressure of global competition, businesses are
becoming less integrated and more compartmentalized.

12)
The goal of an ERP system is to integrate data and support all the major
functions across the organization.

13)
One problem with ERP systems is that they do not update data in real-time.

14)
Historically, each department had its own separate computer system that was
designed for the specific tasks in that department.

15)
In the 1960s and 1970s organizations first began to focus on developing
integrated, enterprise systems.

16)
ERP systems grew primarily out of MRP and MRP II.

17)
ERP II expanded to include B2B functions and EDI.

18)
ERP systems today have evolved to the more flexible mainframe and centralized
legacy application architecture.

19)
ERP systems usually don’t require businesses to change their business
processes.

20)
It is generally easier for an organization to modify the ERP software to fit
their existing business processes.