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. -. Who are the .endors of Enterprise Resource Planning? (not coming in final exam ) /'stems *pplications Product+ 0racle fusion+ Ramco Road+ 1icrosoft #'namics+ xapata+ open erp+ open !ra.o 2. What are the ma3or ERP modules? #epends on t'pe of functionalit' of the compan'. *ccounting and finance (4"C0)+ Warehousing+ sales and distri!ution+ purchase+ manufacturing+ mrp+ )R+ pre.enti.e maintenance+ crm etc 5. What ma3or pro!lems&issues does Enterprise Resource Planning address? Process automation "nterdepartmental colla!oration+ external .endor colla!oration 6 scm #ash!oards #ata for decision ma%ing 7niform process of ta%ing decisions across the compan' decision ma%ing is addressed 8. What is a !usiness !lueprint? (.er' important $n) Process mapping of all the process (to a great le.el of detail+ in terms of wor%flow) that is re$uired when ERP is to !e implemented. 9his is prepared !efore an' implementation happens. :usiness !lueprint includes; :usiness process mapping as6is model 1 multiplicit' of

:usiness process to6!e ; !pr #ata flow diagrams shows&generates the wor%flow Entit' relationship diagram generates ta!les and d!

0utput of the !usiness !lueprint are the functional and the non6functional re$uirements. 7. What is a process? alwa's ha.e an i&p and an o&p. series of e.nts (underta%en consisting of input and output) after a trigger has !een fired. 8. What is a transaction? *n' !usiness process can !e di.ided into transaction le.els. Process at an automatic le.el is called transaction. Could !e automated or non6 automated. 9hese are called transaction !usiness processing. !eginning part of the process =. What t'pes of companies )*>E to underta%e re6engineering? RE4ER 9?9 900;P Companies whose processes are legac' s'stems which ha.e e.ol.ed o.er a period of time where there is no logic in the s'stems&processes. When process is changed reengineering+ when products are changed 6 configuration Companies which cannot get the desired output le.el with the existing processes. Companies that are going to die Companies that are loo%ing for !est !usiness practices adoption "n order to match the re$uirements of ERP "n order to ta%e care of scala!ilit' and future hori,ons chapter (.. txn 6<

10. What is the t'pical architecture for an ERP (!asic configuration)? Chec% notes 11. )ow are companies t'picall' organi,ed !efore mo.ing to an Enterprise Resource Planning product? t'picall' organi,ed functionall' oriented would !e happening li%e finance+ production+ mar%eting 12. )ow are companies organi,ed after implementing an Enterprise Resource Planning product? Process oriented. 9a%en as process. Cross functional. 4unctions are in.o%ed during the process. eg finance is not applied separatel' !ut in.o%ed during e.er' purchase order. loo% li%e silos. 4unctions

13. What is a !est practice? /ap.com industr' solution. 1ost of the erp .endors tr' to identif' the !est practices in e.er' industr'. 9he 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? 4or the re6engineering purpose & selection of modules for the compan'. :est practices are used !' adopting them in the compan' !' doing re6 engineering. "t is not possi!le to implement !est !usiness practices without re6 engineering 15. Who would 'ou assign to an Enterprise Resource Planning implementation team? "9 @ functional ppl @ ppl who ha.e the access to that erp Pro3ect Champion; a people person who doesnAt ha.e to %now the process !ut needs to %now whom to get in touch with to get that 3o! done. /hould !e a!le to handle people. Bot ade$uate information a!out the compan' and has good le.erage in the compan'. /teering Committee 6 4unctional people; ( people from each function area owner) and 1 who wor%s (process area /1EAs). 16. What are the !asic four functional areas of ERP s'stems? 4inance+ /upplier oriented+ )R+ customer oriented functions ( CR1+ /C#+ Dogistics) 17. What is 1RP ""? 1fg resources planning re$uirement planning needs :01 precursor of erpE 1RP " materials 1 head (process

18. What is the !est of :reed /olution? :est of the ERP solutions&!est possi!le .endor for the specific industr'&functions. Eg; finacle for !an%s+ hospital info s'stems for hospitals+ manegistics for manufacturing+ sap for !oeing+ open erp&open !ra.o for a small compan' with F 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 DC9 = ma3or process areas & functional areas with 1GH processes 20. What is the cost range for a large compan' to install ERP? #epends. 9'picall' in the tune of few crores no matter what the solution is. Pidilite 5GDE godre3 5 crores. #epends on the compan' that re$uires the erp and the solution pro.ider. 21. What areas does cost co.er for installing ERP? h&w+ s&w+ training and change management+ data con.ersion+ re6engineering elements.

22. 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 experience of similar industr' of similar .olume. *.aila!ilit' of human power at his disposal no outsourcing 4inancial sta!ilit' of the consultant Cultural fit with the consultant Word of mouth Past Performance of that person in other fields on time 3o!s+ how long can " go w&o pa'ing him

on time commitments+ t'pe of ppl he deplo's 23. What is managementAs role regarding ERP s'stems? Commitment etc.. text Commitment 6 Change management Resource a.aila!ilit' not all !enefits are $uantifia!le onl' costs can !e $uantifia!leE

24. What ma%es the R0" on ERP s'stems difficult to determine? #ifficult.. mostl' intangi!le !enefits metrics cannot !e measura!le (eg processing time) 25. "s ERP /oftware Pac%ages good for e.er' compan'? Iot necessar'+ depends on the nature of the compan' onl' those 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. "s ERP software inflexi!le?? Jes 27. What t'pe of data!ase does ERP support? Relational #: 1anagement /'stem. Will support o!3ect 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!3ecti.es for each phase? Phases; "nitiation #esign "mplementation manner 9esting 4 to ma%e sure the functional test cases are done in a proper

1aintenance adherence).

fast turn around and higher le.el of /D*As(ser.ice le.el

(=. 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 -G. What are some of the )ardware and /oftware ad.ances that lead to the de.elopment of ERP? Ietwor%ing technologies and #: technologies