Answer to Question 1
E
Answer to Question 2
The primary reason that enterprise system implementations fail is believed to be a direct result of the lack of top-level management support. Although executives do not necessarily need to make decisions concerning the enterprise system, it is critical that they buy into the decisions made by project managers. Many problems can arise if projects fail to grab the attention of top-level management. In most companies, executives have the ultimate authority regarding the availability and distribution of resources within the organization. If executives do not understand the importance of the enterprise system, this will likely result in delays or stoppages because the necessary resources may not be available when they are needed.
A second problem that may arise deals with top-level management's ability to authorize changes in the way the company does business. When business processes need to be changed to incorporate best practices, these modifications need to be completed. Otherwise, the company will have a piece of software on its hands that does not fit the way people accomplish their business tasks. Lack of executive sponsorship can also have a trickle-down effect within the organization. If users and mid-level management perceive the enterprise system to be unimportant, they are not likely to view it as a priority. Enterprise systems require a concentrated effort, and executive sponsorship can propel or stifle the implementation. Executive management can obliterate any obstacles that arise.
The human birth process as an example of positive feedback.
nursing process
The debranching process in glycogen catabolism
A current model for protein secretion by prokaryotes
Scientific process and the scientific method
The policymaking process