Knowledge expected for Enterprise Resource Planning (ERPC)

1. What is the purpose of Enterprise Resource Planning? Chapter 1 a. Process automation seamless flow of data !. "nter departmental colla!oration c. #ata re$uired for decision ma%ing d. Reporting structure e. Knowledge management&colla!oration in a compan' (. )ow would 'ou define ERP in one sentence? *n enterprise wide s&w with the features of Common gui logic across the compan'+ common d! across the compan'+ cr'stalli,ed wor%flow& cr'stalli,ation of the entire process area. !asicall' for processing transactions. 3. Who are the -endors of Enterprise Resource Planning? (not coming in final exam ) .'stems *pplications Product+ /racle fusion+ Ramco Road+ 0icrosoft #'namics+ xapata+ open erp+ open !ra-o 1. What are the ma2or ERP modules? #epends on t'pe of functionalit' of the compan'. *ccounting and finance (3"C/)+ Warehousing+ sales and distri!ution+ purchase+ manufacturing+ mrp+ )R+ pre-enti-e maintenance+ crm etc 4. What ma2or pro!lems&issues does Enterprise Resource Planning address? Process automation "nterdepartmental colla!oration 5 scm #ash!oards #ata for decision ma%ing 6niform process of ta%ing decisions across the compan' multiplicit' of decision ma%ing is addressed colla!oration+ external -endor

7. What is a !usiness !lueprint? (-er' important $n) Process mapping of all the process (to a great le-el of detail+ in terms of wor%flow) 8his that is is re$uired !efore when an' ERP is to !e implemented. prepared implementation

happens. 9usiness !lueprint includes: 9usiness process mapping as5is model 9usiness process to5!e : !pr #ata flow diagrams shows&generates the wor%flow generates ta!les and d!

Entit' relationship diagram

/utput of the !usiness !lueprint 5 the functional and the non5 functional re$uirements. 7. What is a process? alwa's has an i&p and an o&p. series of e-nts (underta%en consisting of input and output) after a trigger has !een fired. 8. What is a transaction? *n' !usiness process can !e di-ided into transaction le-els. Process at an automatic le-el is called transaction. Could !e automated or non5automated. 8hese are called transaction !usiness processing. !eginning part of the process <. What t'pes of companies )*=E to underta%e re5engineering? RE3ER 8>8 8//:P Companies whose processes are legac' s'stems which ha-e e-ol-ed o-er a period of time where there is no logic in the s'stems&processes. When process is changed when products are changed 5 configuration Companies which cannot get the desired output le-el with the existing processes. Companies that are going to die Companies that are loo%ing for !est !usiness practices adoption reengineering+ chapter (.. txn 5;

 10. 11.

"n order to match the re$uirements of ERP "n order to ta%e care of scala!ilit' and future hori,ons What is the t'pical architecture for an ERP (!asic

configuration)? Chec% notes )ow are companies t'picall' organi,ed !efore mo-ing to an Resource Planning product? t'picall' organi,ed loo% li%e silos. organi,ed 3unctions would !e implementing an Enterprise

functionall' oriented 12. )ow are

happening li%e finance+ production+ mar%eting companies after Enterprise Resource Planning product? Process oriented. 8a%en as process. Cross functional. 3unctions are in-o%ed during the process. eg finance is not applied separatel' !ut in-o%ed during e-er' purchase order. 13. What is a !est practice? .ap.com industr' solution. 0ost of the erp -endors tr' to identif' the !est practices in e-er' industr'. 8he processes existed !ut how it is ta%en care of in the !est wa' on the erp process are called !est practices. 14. )ow are !est practices used? 3or the re5engineering purpose & selection of modules for the compan'. 9est practices are used !' adopting them in the compan' !' doing re5 engineering. "t is not possi!le to implement !est !usiness practices without re5engineering 15. Who would 'ou assign to an Enterprise Resource Planning implementation team? "8 ? functional ppl ? ppl who ha-e the access to that erp Pro2ect Champion: a people person who doesn@t ha-e to %now the process !ut needs to %now whom to get in touch with to get that 2o! done. .hould !e a!le to handle people. Aot ade$uate information a!out the compan' and has good le-erage in the compan'.

.teering Committee 5 3unctional people: ( people from each function 16. 1 head (process area owner) and 1 who wor%s (process area .0E@s). What are the !asic four functional areas of ERP s'stems? 3inance+ .upplier oriented+ )R+ customer oriented functions ( CR0+ .B#+ Cogistics) 17. 18. Eg: What is 0RP ""? 0fg resources planning materials re$uirement planning precursor of erpD 0RP " needs 9/0

What is the !est of 9reed .olution? 9est of the ERP finacle for !an%s+ hospital info s'stems for hospitals+

solutions&!est possi!le -endor for the specific industr'&functions. manegistics for manufacturing+ sap for !oeing+ open erp&open !ra-o for a small compan' with E warehouses 19. What should 'ou consider when choosing ERP modules for 'our compan'? functional&process areas (that are the core process areas) and the processes in that functional areas. Eg CB8 < ma2or process areas & functional areas with 1FG processes 20. What is the cost range for a large compan' to install ERP? 4FCD godre2 4 crores. #epends on the #epends. 8'picall' in the tune of few crores no matter what the solution is. Pidilite 21. compan' that re$uires the erp and the solution pro-ider. What areas does cost co-er for installing ERP? h&w+ s&w+ and change management+ data con-ersion+ re5 training 22.

engineering elements. What items should !e considered when wor%ing with a consultant to steer an ERP implementation? Consultants shud !e aware of ur processes+ aware of the erp as a pac%age+ shud ha-e done wor% in the field in the past Past performance -olume. *-aila!ilit' of human power at his disposal no outsourcing 4 experience of similar industr' of similar

3inancial sta!ilit' of the consultant pa'ing him Cultural fit with the consultant Word of mouth fields deplo's

how long can " go w&o

Past Performance of that person in other

on time 2o!s+ on time commitments+ t'pe of ppl he is management@s role regarding ERP s'stems?

23. 24.

What

Commitment etc.. text Commitment 5 Change management Resource a-aila!ilit' What ma%es the R/" on ERP s'stems difficult to determine? not all !enefits are

#ifficult.. mostl' intangi!le !enefits measura!le (eg processing time) 25.

$uantifia!le+ onl' costs can !e $uantifiedD metrics cannot !e "s ERP .oftware Pac%ages good for e-er' compan'? Hot onl' those

necessar'+ depends on the nature of the compan'

companies that can harness the power of erp and it is re$uired. Processes that are dependent on the human mind (eg consulting companies) donot re$uire erp. 26. 27. "s ERP software inflexi!le?? Ies What t'pe of data!ase does ERP support? Relational #9

0anagement .'stem. Will support o!2ect oriented d! in the future. .upported networ% d! in the past 28. What are the phases that a compan' goes through when planning and implementing ERP s'stems. Who are the team pla'ers and what are the o!2ecti-es for each phase? Phases: "nitiation #esign

 (<.

"mplementation 8esting 0aintenance

to ma%e sure the functional test cases are

done in a proper manner

fast

turn

around

and

higher

le-el

of

.C*@s(ser-ice le-el adherence). Wh' do some companies ha-e more success with ERP than others? "t has nothing to do with the ERP. "t depends on the !usiness !lue print. Pro!lems arise with the t'pe of situations arising. Eg !ad !usiness !lue print JF. What are some of the )ardware and .oftware ad-ances that lead to the de-elopment of ERP? Hetwor%ing technologies and #9 technologies