Download JNTUK (JNTU-Kakinada) MBA New folder R16MBA206 E Business Question Paper.
Subjt Code: R16MBA206
MBA - II Semester Regular and Supplementary Examinations, April-2018.
E-BUSINESS (ERP & E-COMMERCE)
Time: 3 hours Max Marks: 60
Question Paper Consists of Part-A and Part-B.
Answering the question in Part-A is Compulsory & Four Questions should be answered from Part-B
All questions carry equal marks of 12.
PART-A (CASE STUDY)
1 X 12 = 12
1. Implementation Problems at Universities
ERP systems are attractive to universities for the same reasons that they are attractive to business
organizations: control, accurate information, and centralized systems, all in real time. However,
implementing ERP systems at universities has posed some unique problems. By nature, universities
are not integrated organizations. Each department operates separately and autonomously, so trying
to tie everyone together is difficult enough. Furthermore, university IT personnel are not as
experienced as those in large companies, implementations are often rushed, and testing and training
often have been inadequate.
Universities have been attracted to ERP systems since the mid-1990s, when their legacy systems
were unable to keep up with increasing thnology demands. There were too many legacy systems
to maintain, and new systems couldn't be developed in-house bause of a lack of staff and
experience; ERP seemed like a good alternative. PeopleSoft aggressively marketed to universities
and by the end of 2004 had 730 installations in colleges and universities.
Some universities have had a particularly difficult time with implementation. Stanford University
began its PeopleSoft implementation in 2001. Stanford users complain that completing tasks takes
longer than it did prior to the ERP system installation, while the university's IT department
complains that the new system is more expensive to support than the prior system. Users at Stanford
have been hesitant to adopt the new system, and many of those who are using it are requesting
further customization. Lacking widespread use at this stage, the installation of this multimillion
dollar system cannot be considered a complete success. Most of the problems related to the
PeopleSoft installation are people problems; as with many corporate ERP implementations, the
university and its IT department are coping with a tight budget and, consequently, providing little
training. Although training was offered to the users, few participated.
The University of Massachusetts's PeopleSoft system was down for four days during the critical
drop/add period in 2004, leaving 24,000 students in the lurch. The glitch was traced to a lack of
testing. Cleveland State sued PeopleSoft bause the college's software was "unusable" and the
university had to install an alternative software package to process accounts reivables. In
February 2005, Oracle, which now owns PeopleSoft, settled the suit for $4.25 million.
The University of Delaware has taken a slow approach to its PeopleSoft implementation. The first
department to use the software was HR, for payroll. The university chose HR bause the
department is small. The next phase for the implementation was the university-wide financials. The
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in t
Subjt Code: R16MBA206
MBA - II Semester Regular and Supplementary Examinations, April-2018.
E-BUSINESS (ERP & E-COMMERCE)
Time: 3 hours Max Marks: 60
Question Paper Consists of Part-A and Part-B.
Answering the question in Part-A is Compulsory & Four Questions should be answered from Part-B
All questions carry equal marks of 12.
PART-A (CASE STUDY)
1 X 12 = 12
1. Implementation Problems at Universities
ERP systems are attractive to universities for the same reasons that they are attractive to business
organizations: control, accurate information, and centralized systems, all in real time. However,
implementing ERP systems at universities has posed some unique problems. By nature, universities
are not integrated organizations. Each department operates separately and autonomously, so trying
to tie everyone together is difficult enough. Furthermore, university IT personnel are not as
experienced as those in large companies, implementations are often rushed, and testing and training
often have been inadequate.
Universities have been attracted to ERP systems since the mid-1990s, when their legacy systems
were unable to keep up with increasing thnology demands. There were too many legacy systems
to maintain, and new systems couldn't be developed in-house bause of a lack of staff and
experience; ERP seemed like a good alternative. PeopleSoft aggressively marketed to universities
and by the end of 2004 had 730 installations in colleges and universities.
Some universities have had a particularly difficult time with implementation. Stanford University
began its PeopleSoft implementation in 2001. Stanford users complain that completing tasks takes
longer than it did prior to the ERP system installation, while the university's IT department
complains that the new system is more expensive to support than the prior system. Users at Stanford
have been hesitant to adopt the new system, and many of those who are using it are requesting
further customization. Lacking widespread use at this stage, the installation of this multimillion
dollar system cannot be considered a complete success. Most of the problems related to the
PeopleSoft installation are people problems; as with many corporate ERP implementations, the
university and its IT department are coping with a tight budget and, consequently, providing little
training. Although training was offered to the users, few participated.
The University of Massachusetts's PeopleSoft system was down for four days during the critical
drop/add period in 2004, leaving 24,000 students in the lurch. The glitch was traced to a lack of
testing. Cleveland State sued PeopleSoft bause the college's software was "unusable" and the
university had to install an alternative software package to process accounts reivables. In
February 2005, Oracle, which now owns PeopleSoft, settled the suit for $4.25 million.
The University of Delaware has taken a slow approach to its PeopleSoft implementation. The first
department to use the software was HR, for payroll. The university chose HR bause the
department is small. The next phase for the implementation was the university-wide financials. The
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last phase, and the largest phase, has been the student rords. There have been a few hiccups, as in
all implementations, but in general, it has gone smoothly.
Question:
1. Research the PeopleSoft corporation, and explain why its software is an attractive ERP package
for higher education.
PART-B
4X 12 = 48
2. (a) What are the benefits of using ERP system and explain its need and importance?
(b) Explain the reasons for the growth of ERP market.
3. (a) What is SAP? Explain various modules in SAP with its advantages and disadvantages.
(b) Describe various types of consultants with their roles.
4. (a) Explain various functional areas in ERP system and its features.
(b) What are the benefits and functions of sales and distribution system in ERP.
5. (a) Write about evolution of e-commerce.
(b) Explain advantages and disadvantages of e-business in India.
6. (a) Explain various models of e-commerce.
(b) Write the difference between Business to Business, Business to Consumer, Consumer to
Consumer with examples.
7. (a) Write about eltronics payment system and explain its advantages and disadvantages.
(b) Explain credit card based payment system and risk associated with the payment.
***
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This post was last modified on 18 November 2019