Test Bank Answers 6e Chapter.13 Installation and Operations

Chapter 13 Installation and Operations
Testbank

Multiple Choices

1. The three-stage process for managing organizational change that was developed by Lewin is _____.

a. As-Is system, transition, and To-Be system

b. hold, shuffle, and fold

c. SDLC, RAD, and BPR

d. support, maintain, and assess

e. unfreeze, move, and refreeze

1. Post-implementation activities include _____.

a. project assessment

b. system maintenance

c. system support

d. system support and system maintenance

e. system support, system maintenance, and project assessment

1. Which of the following is the most costly aspect of the installation process?

a. change management

b. conversion

c. maintenance

d. training

e. analysis

1. A migration plan contains two major elements. They are _____.

a. challenging and motivation

b. change and assessment

c. conversion and testing

d. supportive and maintenance

e. technical and organizational

1. Install hardware, install software, and convert data are the three steps found in the _____.

a. change management process

b. conversion plan

c. direct conversion activity

d. file and database conversion

e. purchase or rent process

1. The conversion style that recommends operating the new system alongside the old system for a trial period is known as _____.

a. direct

b. parallel

c. phased

d. pilot

e. simultaneous

1. Cold turkey, big bang, and abrupt cut-over are alternative names for _____ conversion.

a. direct

b. parallel

c. phased

d. pilot

e. simultaneous

1. When an organization has one or more locations or units within a location converted first, this is called _____ conversion.

a. direct

b. parallel

c. phased

d. pilot

e. simultaneous

1. The conversion strategy that will require the least amount of time is _____.

a. direct conversion of the entire system at all locations simultaneously

b. direct conversion of the system by modules throughout locations in phases

c. parallel conversion of the entire system at all locations simultaneously

d. parallel conversion of the system by modules at all locations simultaneous

e. All are about the same in terms of time

1. The installation of SAP to replace all of your legacy systems is an example of what type of conversion?

a. modular

b. phased

c. pilot

d. simultaneous

e. whole system

1. Phil and Maryanne would like to provide conversion advice to the TRI-COL company when it converts the manufacturing and chemical mixing computer system. TRI-COL produces a very dangerous chemical (limit the risk) used to defoliate the rainforest. What conversion location and style should they recommend?

a. direct and parallel

b. modular and pilot

c. parallel and modular

d. phased and pilot

e. pilot and parallel

1. Tim and Sara need to provide conversion advice to the IAM-POOR company when it converts the concrete manufacturing and mixing computer system. IAM-POOR is looking for a low cost conversion strategy. What conversion modules and style should they recommend?

a. modular and phased

b. pilot and direct

c. pilot and parallel

d. whole system and direct

e. whole system and parallel

1. The Deliver-Fast Internet system must be implemented quickly if this new company is to survive. Which conversion style and modules would you recommend?

a. direct and modular

b. direct and whole system

c. parallel and whole system

d. simultaneous and direct

e. simultaneous and whole system

1. The person charged with actually planning and implementing the change necessary to support the implementation of a new system is known as a _____.

a. change agent

b. potential adopter

c. project manager

d. project sponsor

e. systems analyst

1. Which of the following is included as a basic step in a change management plan?

a. convert data

b. install hardware

c. install software

d. motivate adoption

e. write plan

1. The most important factor associated with successful change is a(n) _____.

a. clear plan for change

b. compelling personal reason to change

c. committed business sponsor

d. demonstrated support by top management

e. management directive

1. During a change management process the potential adopters that would readily accept a new system are normally _____%.

a. 5-10

b. 20-30

c. 40-50

d. 50-60

e. 60-70

1. Training for a business system should focus on _____.

a. all the capabilities of the new system

b. complex computerized modules and code

c. helping the users to accomplish their jobs

d. how to use the system

e. not using the system

1. The process of refining the system to make sure that it continues to meet business and organizational needs is called _____.

a. change management

b. project assessment

c. system maintenance

d. system review

e. system support

1. A system review is typically conducted _____.

a. right after the system is implemented

b. just before the system is implemented

c. during the project initiation phase

d. several months after the system is installed

e. during the project team review

1. If you decide to upgrade, allow yourself at least _____ to test the upgrade on a separate system before you install it.

a. a day

b. a week

c. two weeks

d. a month

e. two months

1. Project team review is usually conducted _____.

a. right after the system is implemented

b. just before the system is implemented

c. during the project initiation phase

d. several months after the system is installed

e. during the project team review

1. Post-implementation activities attempt to _____ the organization after the successful transition to the new system.

a. streamline

b. refreeze

c. down size

d. right size

e. improve

1. If there are many users to train, many organizations turn to _____.

a. online support (OLS)

b. frequently asked questions (FAQ)

c. on-demand training (ODT)

d. classroom training

e. computer-based training (CBT)

1. When training users from a collectivistic culture it makes sense to use _____.

a. online support (OLS)

b. frequently asked questions (FAQ)

c. on-demand training (ODT)

d. group-based training

e. computer-based training (CBT)

1. One of the earliest models for managing organizational change was developed by Kurt Lewin. Lewin argued that change is a three-step process: unfreeze, _________, refreeze.

a. migrate

b. change

c. develop

d. move

e. program

1. There are three important factors to consider in selecting a conversion strategy: risk, cost, and _____________.

a. the time required

b. system features

c. infrastructure

d. planning

e. performance

1. The conversion style is the way in which users are switched between the old and new systems. There are two fundamentally different approaches to the style of conversion: direct conversion and ______________________.

a. indirect conversion

b. parallel conversion

c. phased conversion

d. pilot conversion

e. simultaneous conversion

1. There are three key roles in any major organizational change, the sponsor of the change, the change agent, and ___________.

a. potential adopters

b. customers

c. users

d. project mangers

e. vendors

True/False

1. Project assessment is not usually performed, yet it can be an important component of organizational learning.
2. Moving users from the as-is business processes and computer programs to the to-be business processes and programs is called conversion.
3. Direct conversion is the conversion style where both systems (as-is and to-be) are used simultaneously.
4. When one or more locations or units within a organization are selected to be converted first as part of a pilot test, this is called phased conversion.
5. Whole system conversion is the conversion location where the separate and distinct modules of the entire system are installed at one time in three or more phases.
6. Systems analysts examine four important factors when selecting a conversion strategy: risk, cost, communication, and time required.
7. APS Systems would like to convert to the new system quickly. The ideal conversion strategy for APS Systems would be a conversion style of parallel and a modular conversion.
8. APS Systems would like to convert to the new system with very little risk. The ideal conversion strategy for APS Systems would be a conversion style of parallel, piloted, and a modular conversion.
9. Change management is the process of helping people to adopt and adapt to the to-be system and its accompanying work processes without undue stress.
10. The sponsor, the change agent, and the potential adopters are the actors found in the change management process.
11. Online support, the most common form of on-demand training, includes the documentation and help screens built into the system, as well as separate Web sites that provide answers to frequently asked questions.
12. Most beginning systems analysts and programmers work first on new development projects; usually only after they have gained some experience are they assigned to maintenance projects.
13. It is critical in change management to understand that the real costs and benefits are far more important than the perceived costs and benefits, because people act on what is true, not on what they believe to be true.
14. The three major steps to the conversion plan before commencement of operations are to install hardware, install software, and convert data; usually these steps must be done sequentially at any one location.
15. Direct conversion, where the new system is turned on and the old system is immediately turned off, is the simplest and most straightforward method, but it is also the most risky because any problems with the new system may seriously disrupt the organization.
16. The main problem with the parallel conversion method, where the new system is operated side by side with the old system, is the added expense of operating two systems that perform the same function.
17. With phased conversion, one or more locations or units/work groups within a location is selected to be converted first as part of a pilot test, and if the system passes the pilot test, then the system is installed at the remaining locations.
18. A whole-system conversion, in which the entire system is installed at one time, is the least common because it is complex and the hardest to understand.
19. Parallel conversion is less risky than direct conversion because it has a greater chance of detecting bugs that have gone undiscovered in testing; pilot conversion is less risky than either phased or simultaneous conversion because if bugs do occur, they occur in only pilot test locations.
20. The three key roles in any major organizational change are the sponsor of the change, the change agent, and the potential adopter or target of the change.
21. The post-implementation activities performed during the refreeze process are system support, project assessment, and change management.
22. The technical process during which the new system replaces the old system is called installation.
23. Institutionalization refers to using the new system as the normal, accepted, and routine way of performing the business processes.
24. Revisions to the management policies and factors that motivate the adoption of the new system are part of the conversion plan.
25. When a system is installed sequentially at different locations and there may be a deliberate delay between the first and second installation, the organization is using a phased conversion process.
26. The conversion location in which one or more locations are selected to test the conversion to the new system prior to full implementation is known as pilot conversion.
27. The conversion approach that converts all locations at the same time is simultaneous conversion.
28. The simultaneous direct conversion to SAP to replace all of your legacy systems would result in high risk while requiring an enormous amount of time.
29. When all of the modules of a system are installed at one time, an organization is using whole system conversion.
30. When an organization chooses to convert the separate and distinct modules of a system one module at a time, the organization is using pilot conversion approach.
31. Simultaneous conversion has a higher cost than pilot and phased conversion because more staff are required to support all of the locations.
32. The project manager is the person who wants the change that a new system brings in an organization.
33. The potential adopter is the person for whom the new system is designed and built.
34. Management has several tools for structuring organization work processes. Establishing standard operating procedures (SOPs) involves establishing behavioral norms and how processes are actually performed.
35. Presentations outlining the costs and benefits of the new system do not motivate potential adopters to use the new system, and should not be used as a motivating factor.
36. The highest proportion of potential adopters of a significant organization change will be reluctant adopters.
37. The most commonly used approach to delivering training for a new system is computer-based training.
38. The training delivery method that is most appropriate for a new Executive Information System would be one-on-one training.
39. When selecting a training method the analyst should consider the cost to develop the training program, the cost to deliver the training program, the reach, and the impact.
40. Helping the users to use the system after installation is called system maintenance.
41. People assigned to a help desk have very broad computer skills and are able to respond to a wide range of problems.
42. The most common source of a change request is from the operations group that identifies bugs in the system.
43. Enhancements suggested by users to make the system easier to use are given higher priority than bug fixes.
44. The project team review focuses on the way in which the project team carried out the project activities.
45. System review attempts to understand whether the implementation of the system resulted in the costs and benefits identified during project initiation.
46. New programmers and systems analysts are typically assigned to work on complex new development projects.
47. The three key post implementation activities are system support, system maintenance, and project assessment.
48. The operations group takes care of system maintenance.
49. The operations group takes care of system support.
50. Institutionalization refers to establishing formal post implementation deliverables for all projects.
51. Training should focus on everything the new system can do.
52. Rather than attempting to teach the users all the features of the system, training should instead focus on the much smaller set of activities that users perform on a regular basis and ensure that users are truly expert in those.
53. Of the potential adopters 40% to 60% are reluctant.
54. There are two basic strategies to motivating adoption: informational and political. Both strategies are often used simultaneously.
55. The change agent is a set of software tools and policies that help the organization transition to the newly installed system.
56. Low uncertainty cultures need extra attention when asked to adopt a new system.
57. End users from high power distance cultures may have difficulties expressing what they want for fear of offending their bosses.
58. It makes sense to use computer-based training (CBT) in collectivistic cultures because CBT allows the users to go at their pace.
59. One of the earliest models for managing organizational change was developed by Kurt Lewin. Lewin argued that change is a three-step process: unfreeze, change, and refreeze.
60. There are two fundamentally different approaches to the style of conversion: direct conversion and indirect conversion.
61. With Turkey conversion, the new system instantly replaces the old one.
62. Whole-system conversion is a better conversion strategy than modular conversion since the later one may introduce more bugs to the system during conversion.
63. There are three important factors to consider in selecting a conversion strategy: risk, cost, and performance.
64. There are three key roles in any major organizational change. The three keys are sponsor of the change, the change agents, and the potential adopters.
65. In general, for any change that has true organizational benefits, about 50 percent of potential adopters will be ready adopters, and another 50 percent are resistant adopters.
66. The training should cover all the capabilities of the new system so users understand what each module does.
67. There are two basic strategies to motivating adoption of a new system: informational and economical.
68. The goal of change management is to actively support and encourage the ready adopters and help them win over the reluctant adopters.

Short Answer

1. Explain different styles of conversion.
2. Explain the “Conversion Location” dimension and its impact on the conversion process.
3. Explain the “Conversion Modules” dimension and its impact on the conversion process.
4. Identify and define the three important factors to consider in the selection of a conversion strategy?
5. Mark has been asked to develop a conversion strategy for a soon-to-be-completed systems project. Only three marketing managers will sporadically use the new system, a small marketing advisory system. The conversion must be completed in less than a week. The organization has not fully budgeted the IS departments requested conversion costs. Identify the three characteristics for a conversion strategy and make a recommendation to Mark for a conversion style.
6. Mark has been asked to develop a conversion strategy for a soon-to-be-completed systems project. Only three marketing managers will sporadically use the new system, a small marketing advisory system. The conversion must be completed in less than a week. The organization has not fully budgeted the IS departments requested conversion costs. Identify the three characteristics for a conversion strategy and make a recommendation to Mark on the conversion modules process to be used.
7. Describe Lewin's model of organizational change, and how it is relevant to the process of implementing new information systems.
8. Enumerate a few common sources of change requests.
9. If a project team wants to employ a conversion strategy that minimizes risk, what will its choices be? What circumstances might dictate the use of the lowest risk conversion strategy?
10. Discuss the cost-benefit analysis that accompanies the decision of accepting or rejecting an opportunity to change.
11. When determining the content of training, the team should cover everything the system can do and focus on all of its capabilities. Do you agree? Why or why not?
12. What is project assessment? What are the goals of project assessment?
13. Explain the project team review part of project assessment. What is the goal of project team review?
14. Explain the system review part of project assessment.
15. Distinguish between level 1 system support and level 2 system support.
16. Explain the role of the change agent.
17. How is a problem report different from a change request?
18. Some experts argue that change management is more important than any other part of system development. Do you agree or not? Explain.
19. Explain the three basic approaches to training.

1. Classroom training: This is the traditional approach to training in which a number of people are trained simultaneously with one instructor. Classroom training is moderately effective. Its costs are moderate, and it is fairly effective, especially since it is the method that many people are most familiar with.

2. One-on-one training: This puts one trainer with one student at a time. One-on-one training is very effective, but is expensive to deliver and reaches only a few people

3. Computer-based training: This uses a CD or Web-based training program delivered to students as needed. Computer-based training is very costly to develop, but is inexpensive to disseminate after development. It can reach a large number of people, but its effectiveness can be limited.