Chapter 15 SummaryChapter 15 Summary
Business and
Information Systems
Planning
• How important is planning?• What is its purpose (Objective)?• Who needs to do what?• What is the impact on the organization?• How can the process be kept dynamic?• What is the relationship with information systems?• Is there a right planning methodology?• Are there consistent planning success factors?
Questions that the Topic of Questions that the Topic of Planning RaisesPlanning Raises
Strategy Versus PlanningStrategy Versus Planning
Strategy is thinking through a company’s
basis for competitive advantage.
Planning is a means of establishing a strategy but it also focuses on making the strategy work.
Strategic Planning ModelStrategic Planning Model
BusinessPlan
TacticalPlan
StrategicPlan
Environment(External)
Opportunities
Threats
Strengths
Weaknesses
Enterprise(Internal)
Goals
Objectives
Strategic Positioning
Culture(Explicit/Implicit)
Business Unit
Functional Programs
MajorProjects
DetailedProjects
Resources:Headcount,Capital andExpenseBudgets
Figure 15-3
MissionVision
Planning MethodologiesPlanning Methodologies
There are many planning methodologies. Methodologies are seldom the reason for
planning success or failure. Planning methodologies are like systems
with input, processing and output all being key elements.
Key to planning is communicating the intended direction through practice.
Traditional Approach in IS PlanningTraditional Approach in IS Planning
Traditional I/S Role
Tactics
Strategy
Figure 15-2
Vision
Business - IS PlanningBusiness - IS Planning
Technology Environment
Opportunities
I/S Strategy
Determines
InformationTechnology
Benefits
BusinessStrategy
Dictates
CorporateStrategy
1) Strategic Capability
2) Technology Driven Business Change
Figure 15-7
Why IS Planning FailsWhy IS Planning Fails
Management Authority and Responsibility1. A lack of support of the planning process.
2. A failure to support the final plan through actual implementation.
3. The unexpected happens that was not anticipated by the plan. The key here is systems flexibility.
4. Too much time is spent on “turf battles” or other political issues and not enough on the desired results.
5. Impatience by senior management for results.
Why IS Planning FailsWhy IS Planning Fails
IS and General Business-related Issues1. Its outcome is stated in terms of technology and not business results.2. A lack of user understanding of how IS relates to the business
objective or a failure to accept or support the proposed approach.3. Tends to place blame on today’s environment rather than project a new
and better way of doing things.4. A lack of risk taking leads to an incremental approach that fails to
motivate people.
Final Thoughts on PlanningFinal Thoughts on Planning
Planning is a tool. There is an organizational learning curve regarding methodologies.
A good plan with no execution borders on a waste of the entire effort.
A relatively weak plan with a few strong thoughts followed by tenacious implementation can provide major business benefits.
Possible Exam QuestionsPossible Exam Questions
1.1. Identify and explain three reasons why a Identify and explain three reasons why a company would have problems developing and company would have problems developing and implementing a strategic plan.implementing a strategic plan.
2.2. What factors are most important to successfully What factors are most important to successfully align information systems with the strategic plan align information systems with the strategic plan of the company?of the company?
Chapter 16Chapter 16
Was -- Total Quality Management and Was -- Total Quality Management and The Role of Information SystemsThe Role of Information Systems
New -- Business Innovation Based
on Process Reengineering
A WIN - WIN PROPOSITIONA WIN - WIN PROPOSITION
DELIGHTED CUSTOMERS
SATISFIED
STOCKHOLDERS PROUD
EMPLOYEES
ENHANCED COMMUNITY
SUCCESSFUL PARTNERS
Figure 16-5
A Definition of QualityA Definition of Quality
“Quality” is conformance to customer
wants, needs and expectations, at a price
he or she will pay.
Total Quality Management
Of the three letters in TQM, the T is most important. Total says that you maintain a balanced focus on major business factors and business results while guarding against becoming process myopic.
TQM ALONE IS NOT ENOUGHTQM ALONE IS NOT ENOUGH
Competitor
You
Today Time
CompetitiveAdvantage
Competitive Advantage
TQM Alone
Business Process Reengineering
BPR ReputationBPR Reputation
BPR is much discussed, often belittled and even criticized as
the latest business fad or buzz words.
Those that believe in its merits suggest that its critics either Those that believe in its merits suggest that its critics either don’t understand what it is or grossly underestimate the don’t understand what it is or grossly underestimate the challenge to apply the approach successfully. challenge to apply the approach successfully.
There is no doubt that a BPR project represents a major There is no doubt that a BPR project represents a major challenge because of its broad scope and recommended challenge because of its broad scope and recommended clean slate approach. A typical high-risk, high-return clean slate approach. A typical high-risk, high-return effort.effort.
BPR is a Huge Challenge!BPR is a Huge Challenge!
For a company to achieve and sustain a competitive advantage it must continually address: Business Strategies Core Business Processes Organizational Structure Company Culture Internal Infrastructure and Support Technology
After validating existing business strategies or formulating new strategies, a vehicle to address the other factors can be business process reengineering (BPR).
BPR FocusBPR Focus Core Business Processes Organizational Structure Company Culture Internal Infrastructure and Support Technology
The results can be input to strategies and company policies and practices.
BPR Project TeamBPR Project Team
The best of five or six experienced people.The best of five or six experienced people. Really know the business.Really know the business. Broad business function representation.Broad business function representation. Excellent interpersonal skills.Excellent interpersonal skills. Full time for a month or two.Full time for a month or two. Empowered with responsibility and authority.Empowered with responsibility and authority. Clean slate approach.Clean slate approach. May decide to include a consultant.May decide to include a consultant.
BPR in SummaryBPR in Summary
An approach that incorporates:– Business leadership. – Rethinking how work is done within the
organization. – Core business process analysis. – Project management. – Change management.
BPR in SummaryBPR in Summary
Done well, BPR can make a major contribution to the on-going success of a business.
Done poorly, it can prove costly and very
disappointing.
Four Logical PhasesFour Logical Phases
1. Analysis &Benchmarking
2. BusinessProcess
Re-engineering
3. Stabilization
4. Continuous Improvement
Dramatic ShortTerm Gains
Continuous LongTerm Gains
BENEFIT
. . . minimizing the time to realize sustainable benefits
Business ManagementBusiness Management
VisionVision
StrategiesStrategies
TacticsTactics
Values& Beliefs
Values& Beliefs
Performance MeasuresPerformance Measures
Methodologies & TechniquesMethodologies & Techniques
ImplementationImplementation
• Customer Service• Flexibility• Lead time• Innovation• Quality• Cost
COMPANYLEVEL
INDIVIDUALLEVEL
Over Time Companies Have Taken a Over Time Companies Have Taken a Simple Manufacturing Process and . . .Simple Manufacturing Process and . . .
MakeMake Assemble
Assemble
Pack &Ship
Pack &Ship
ORDER CUSTOMER
. . . Complicating It. . . Complicating ItS
ales
Sal
es
Des
ign
Des
ign
Dis
trib
uti
onD
istr
ibu
tion
ORDER
CUSTOMER
FunctionalMeasures
DepartmentalBarriers
SystemsConstraints
Pla
nn
ing
Pla
nn
ing
Pu
rch
asin
gP
urc
has
ing
Man
ufa
ctu
rin
gM
anu
fact
uri
ng
Fin
ance
Fin
ance
Complex ManufacturingComplex Manufacturing
Results In:
• Large Production Batches• Long Lead Times• High Inventory Levels• Many Suppliers• Inflexibility• Complex Scheduling & Paperwork• Wrong Products in Stock
Complex DistributionComplex Distribution
Manufac-turing
LocalWarehouse
RegionalWarehouse
LocalWarehouse
CustomerWarehouse
OrderOrderOrderOrder
Supplier
Order
Leads to:
• Long Lead times• High Stock Levels• Poor Service• Many Parties Involved • Poor Quality
High Logistics Costs
Complex Business ProcessesComplex Business Processes
Sales Design Planning Purch-asing
Manuf-acturing
Finance Distr-ibution
Leads to: •More Complexity•More Overhead Costs•Longer Cycle Times •More Levels of Management
Higher Overhead Costs
Resulting in a Tendency to Resulting in a Tendency to Automate the ComplexityAutomate the Complexity
Sales Design Planning Purch-asing
Manuf-acturing
Finance Distr-ibution
Sales Design Planning Purch-asing
Manuf-acturing
Finance Distr-ibution
Sales Design Planning Purch-asing
Manuf-acturing
Finance Distr-ibution
ERPERP
MRP MRP CRMCRM
Suppliers Manufacturing Distribution
Core Business ProcessesCore Business Processes
. . . 5 or 6 Core Processes Represent 80% of the Costs
Customer Order Processing
New Product Introduction
Manufacturing
Supplier Development
Supply Chain Logistics
$
A Better Approach?A Better Approach?
Sales Design Planning Purch-asing
Manuf-acturing
Finance Distr-ibution
‘Ideal’ Process
• Eliminate all non-value add activities• The goal is a process consisting of only value-add activities
Value added (VA)
Non Value Added (NVA)
CurrentProcesses
Which of These Processes Which of These Processes Add Value Add Value to the Customerto the Customer??
PlanningPlanning PurchasingPurchasing VendorsVendorsExpeditingExpediting
ReceivingReceiving
InspectionInspection
MaterialsHandling
MaterialsHandling
StoresStores
ManufacturingManufacturing
DirectOperator
DirectOperator
Work-in-Process
Work-in-Process
SupervisionSupervisionConveyorsConveyors
RobotsRobots
AutomatedWarehouse
AutomatedWarehouse
DistributionDistribution
CustomerCustomer
ManagementManagement
AccountingAccounting
EngineeringEngineering
DataCollection
DataCollection
InformationSystems
InformationSystems
*
*
*
**
*
IS as an Integral Part of the SolutionIS as an Integral Part of the Solution
Sales Design Planning Purch-asing
Manuf-acturing
Finance Distr-ibution
‘Ideal’ Process
IT EnhancedIT Enhanced
Business Process Reengineering Business Process Reengineering
IT SolutionIT SolutionAutomates much ofthe Waste (NVA)
Eliminates Waste
Enhances Value Add
The ultimateobjective
A BPR Case StudyA BPR Case Study
Microsoft EuropeMicrosoft Europe
WORLD CLASS MILESTONESWORLD CLASS MILESTONES
World ClassManufacturing
in Ireland
World ClassManufacturing
in Ireland
World ClassLogisticsin Europe
World ClassLogisticsin Europe
World ClassBusiness Processes
for Europe
World ClassBusiness Processes
for Europe
1991
1993
1995
A New Manufacturing A New Manufacturing ApproachApproach
FROM ONE LARGE FACTORY
Two-stage manufacturing
– Duplicate disk
– Assemble product Functionally organized Complex planning and
tracking process Many short-term vendors
(Job-by-job tendering)
FROM ONE LARGE FACTORY
Two-stage manufacturing
– Duplicate disk
– Assemble product Functionally organized Complex planning and
tracking process Many short-term vendors
(Job-by-job tendering)
TO FOUR FOCUSED FACTORIES
• Cellular manufacturing– Kitted materials– Round Tables
• Self-directed, multi-skilled flexible teams
• Kanban, visible controls• A few, long-term, quality-
assured contract vendors
TO FOUR FOCUSED FACTORIES
• Cellular manufacturing– Kitted materials– Round Tables
• Self-directed, multi-skilled flexible teams
• Kanban, visible controls• A few, long-term, quality-
assured contract vendors
Manufacturing ResultsManufacturing Results Lead time 12 weeks to 1 day Raw Material & WIP 4 weeks to 1 day Finished Goods Inventory 12 weeks to NONE Quality (defect rate) 1 in 100 Quality (defect rate) 1 in 100 toto 1 in million 1 in million
Lead time 12 weeks to 1 day Raw Material & WIP 4 weeks to 1 day Finished Goods Inventory 12 weeks to NONE Quality (defect rate) 1 in 100 Quality (defect rate) 1 in 100 toto 1 in million 1 in million
Result: Result: RapidRapid low cost, high quality, low cost, high quality,
response to market demandresponse to market demand
Consequence: Traditional logistics began toConsequence: Traditional logistics began to
look inappropriate . . . look inappropriate . . .
Result: Result: RapidRapid low cost, high quality, low cost, high quality,
response to market demandresponse to market demand
Consequence: Traditional logistics began toConsequence: Traditional logistics began to
look inappropriate . . . look inappropriate . . .
LOGISTICSLOGISTICS
Ireland ships to customers every day. Rate-based products made every day and shipped directly off
the manufacturing line every day.– 60% of products are not warehoused.
Non Rate-based products are made periodically as required for replenishment and are shipped from the warehouse.
Lead-time from the warehouse is just transit time.– Worst case is three days to Central Europe
The daily rate of deliveries is reviewed weekly.– Safety stock holding is calculated as five days plus the
difference between the set rate and actual sales rates.
Ireland FGSDistributor’sWarehouse
‘A’ class (rate-based) products (60% value) - 100 items
‘B’ & ‘C’ class products (40% value) - 2300 items
IrelandManufacturing
Results of Better LogisticsResults of Better Logistics
• 1100 customers 96
• 6 warehouses 1 warehouse
• 10,000 square meters 1,000 sq. meters
• Inventory turns from 4 x 32 x
• 1100 customers 96
• 6 warehouses 1 warehouse
• 10,000 square meters 1,000 sq. meters
• Inventory turns from 4 x 32 x
Microsoft Europe
Result: Short lines of communication with
fewer, larger customers
Consequence: Traditional Pan-European business
processes began to look inappropriate.
Result: Short lines of communication with
fewer, larger customers
Consequence: Traditional Pan-European business
processes began to look inappropriate.
Results of BPRResults of BPR• Reduced complexity and volume of transactions allowed closure of
Regional Business Systems– Six AS/400 installations around Europe were closed. – The AS/400 installation in Dublin was enlarged.– Connections to sales and marketing subsidiaries maintained by MS
Network.• Reduction of Regional Establishments
– Forecasting/accounting/inventory mgmt/purchasing/distribution/ sales order processing/credit control/returns/financials was centralized in Ireland.
• Reduced complexity and volume of transactions allowed closure of Regional Business Systems– Six AS/400 installations around Europe were closed. – The AS/400 installation in Dublin was enlarged.– Connections to sales and marketing subsidiaries maintained by MS
Network.• Reduction of Regional Establishments
– Forecasting/accounting/inventory mgmt/purchasing/distribution/ sales order processing/credit control/returns/financials was centralized in Ireland.
Microsoft Europe
Result: Rapid supply through a short supply chain
using fewer, simpler transactions.
Consequence: Competitive advantage and high customer
satisfaction.
Result: Rapid supply through a short supply chain
using fewer, simpler transactions.
Consequence: Competitive advantage and high customer
satisfaction.
Critical Success FactorsCritical Success Factors Find out what the customer really wants and/or needs. Do things in the right sequence: Manufacturing - Logistics - Business
Processes Get commitment from senior management at an early stage. Functional
manager views may need to be overridden. Have a clear vision of where you want to get to and communicate it internally
and externally. Meticulously plan all transitional steps. It is during this period that customer
service is likely to deteriorate. When designing pan-European processes, evaluate all local differences and
then provide a consensus solution where possible. Do not underestimate the time required to mobilize and implement large
scale change programs.
Improvement ProjectsImprovement Projects
Problem Definition and Linkages: Ensure that improvement projects are focused on critical business issues and key success factors.
Project Management and Execution: Provide a framework for organizing, implementing and following up on improvement projects.
Improvement Process Effectiveness: Provide a way for the entire organization to learn from improvement projects and standardize results learned from them.
Leadership and ParticipationLeadership and Participation
Leadership: define management’s role in sponsoring change and focusing on achieving business success.
• Managing change
• Empowerment
• Employee development
Participation: address methods used to motivate and involve all employees to contribute to business success.
Hammer Reengineering PrinciplesHammer Reengineering Principles
1. Organize around outcome and not tasks.
2. Have those that use the output of the process perform the process.
3. Integrate information processing work into the real work that produces the information.
4. Treat geographically dispersed resources as though they are centralized.
5. Link parallel activities.
6. Put decision making where the work is performed and build control into the process.
BSP PhasesBSP Phases
Project Objectives and Scope
Learning from
Others
New Process Design
Process Transition
Plan
Implement and
Operate
BSP MotivationBSP Motivation
Improve value to customer. Pursue new business opportunities. Strengthen alignment of core processes to
business strategies. Optimize cross-functional performance. Broaden scope of activities and individual jobs
to improve operational responsiveness or flexibility.
Reduce operating costs.
Vendor Software/SupportVendor Software/Support
Project management: budgeting and project scheduling. Problem solving and diagnosis, diagramming and
cognitive mapping. Customer requirements analysis. Process capture and modeling, flowcharting, activity
diagramming and interaction modeling. Process measurement: activity based costing, statistical
process control and time and motion studies. Process prototyping and simulation. IS systems analysis and design and software reengineering.
Business planning such as critical success factors or core process analysis.
Organizational analysis and design: employee and team attitude opinion assessment, job design and team building techniques.
Change management: search conferences, assumption surfacing, persuasion techniques
Techniques for project management, problem solving and diagnosis are essential for management and basic problem analysis.
Vendor Software/SupportVendor Software/Support
Reasons BPR Projects FailReasons BPR Projects Fail
1) The lack of sustained management commitment and leadership.
2) Unrealistic scope and expectations.
3) Employee resistance to change.
Need to RememberNeed to Remember
It is Not Processes, But People that It is Not Processes, But People that
Primarily Drive Business SuccessPrimarily Drive Business Success
Total Quality ManagementTotal Quality Management
Total Quality Management (TQM) advocates incremental
changes.
This change typically includes stabilizing work methods,
strengthening employee involvement and teamwork,
heightened customer service, benchmarking processes and a
commitment to continuous improvement.
Total Quality ManagementTotal Quality Management
How do you say to a long time, loyal,
hard working employee that quality
isn’t good enough?
Total Quality ManagementTotal Quality Management
1. We are good, but we must continue to
improve.
2. Individually and/or departmentally we may
be very good but we must be as good in the
total efforts of the entire organization.
What You’d Get From 99.9% SuppliersWhat You’d Get From 99.9% Suppliers
• At Least 20,000 Wrong Drug Prescriptions Each Year.
• More than 15,000 Newborn Babies Dropped by Doctors
or Nurses Each Year.
• Unsafe Drinking Water at Least One Hour Each Month.
• No Telephone Service or Television Transmission for Nearly
Ten Minutes Each Week.
• Two Short or Long Landings at O’Hare Airport Each Day.
• Nearly 500 Incorrect Surgical Procedures Each Week.
• 2,000 Lost Articles of Mail Per Hour.
What You’d Get From Six Sigma SuppliersWhat You’d Get From Six Sigma Suppliers
• One Wrong Prescription in 25 Years.
• Three Newborn Babies Dropped by Doctors or Nurses in
100 Years.
• Unsafe Drinking Water One Second Every Sixteen Years.
• No Telephone Service or Television Transmission for Nearly
Six Seconds in 100 Years.
• One Short or Long Landing in Ten Years in all the Airports
in the U.S.• One Incorrect Surgical Procedure in Twenty Years.
• Thirty-five Lost Articles of Mail Per Year.
Leadership Through Quality at Xeroxor
Finding a Way to Save the Company thatHad Once Owned an Industry and Was
the Darling of the Stock Market
A Case AnalysisA Case Analysis
Xerox 914Xerox 914
Introduced in 1959, the 914 copier was a money machine nonpareil.
It was also arguably the finest product ever produced by any company since it combined four technologies: chemical, optical, mechanical and electronics.
By the time it was retired in 1973, it was the biggest-selling industrial product of all time, and Xerox was in the dictionary as a synonym for photocopy.
Success spoiled Xerox. To sustain its rapid growth, it needed to move beyond copiers, but what could ever measure up to the 70% gross profit margins of the 914?
Xerox History
1959 1972 1979 1980 1983 1989 1990s
914
Cop
ier I
ntro
duce
d
Com
petit
ion
Incr
ease
s
Ben
chm
arki
ng S
tarte
d
Qua
lity
Circ
les
Beg
an
Fuji
Xer
ox W
on D
emin
g A
war
d
Lead
ersh
ip T
hrou
gh Q
ualit
y
Initi
ated
Won
Bal
drid
ge A
war
d
ContinuousImprovement
Figure 16.1Source: Xerox Corp.
Indirect/Direct Ratio 2X
Production Suppliers 9X
Assembly Line Rejections 10X
Product Lead Time 2X
Defects Per 100 Machines 7X
Off the BenchmarkOff the Benchmark
Quality Through LeadershipQuality Through LeadershipProgram at XeroxProgram at Xerox
The strategy was for a cultural change that The strategy was for a cultural change that enabled and empowered people with quality enabled and empowered people with quality tools and processes to:tools and processes to:
1. Meet customer requirements.1. Meet customer requirements.2. Achieve business priorities.2. Achieve business priorities.3. Continuously improve.3. Continuously improve.
The Plan for Leadership The Plan for Leadership Through QualityThrough Quality
1983--the year of start-up activities 1984--the year of awareness and
understanding 1985--the year of transition and transformation 1986--the year when results would achieved 1987--the year of approaching maturity
Xerox Xerox PolicyPolicy Statement Statement
Xerox is a quality company. Quality is the basic business principle for
Xerox. Quality means providing our external and
internal customers with innovative products
and services that fully satisfy their requirements. Quality is the job of every Xerox employee.
Xerox’s OutcomeXerox’s Outcome
Initially: – Failed to focus adequately on core work processes
and statistics.– Plan was not integrated with business processes.– Not tuned to the company culture and the need to
change it.– Did not pick the right quality czar at the start.– Did not push the operating units hard enough.
Xerox’s OutcomeXerox’s Outcome
Finally:– Found the right cure to the ills of the company.– Quality was the right solution at the right time.– Had a committed senior management– IS was used effectively to complement changes.– Employee compensation was tied to quality.– The pursuit of the Baldridge Award was an
energizing effort within the company.
Important Supporting Elements
Recognitionand
Reward
Toolsand
Processes
TransitionTeam
Training Communi-cation
SeniorManagement
Behavior
Xerox is aTotal Quality
Company
Figure 16-3Source: Xerox Corp.
Information Systems SupportInformation Systems Support
Xerox had over 375 major information systems supporting the total business.
Over 175 of these systems related specifically to the management, evaluation and planning of quality.
The validity, accuracy and timeliness of information systems are assured by the use of a Data Systems Quality Assurance process during the design, construction and major upgrade of each information system.
What Xerox Did RightWhat Xerox Did Right1. It made an appropriate diagnosis of how to cure the ills of
the company.
2. Quality was the right process for the right solution at the right time.
3. The necessary commitment was made by senior management.
4. A constituency was built starting at the top in a very calculated and deliberate way.
5. Information systems use was effectively aligned with its business objectives and processes to achieve them.
6. Executive compensation was tied to quality.
7. Innovations and successes of the TQM program were well publicized.
8. The pursuit of the Baldridge Award was an energizing effort within the company.
9. It achieved measured results.
Product and Operations Quality Results
Defects Per100 Machines
ProductionSuppliers
Production Line Defective Parts
Reduced Reduced Reduced
10X 10X 15X
Figure 16-2Source: Xerox Corp., Reprinted with permission
Xerox PerspectiveXerox Perspective
1. It took Xerox nine years to really buy into quality as a corporate way of life.
2. It took five years to complete the TQM training for all of its employees.
3. The salary of every employee is tied to quality improvements and profits.
4. It was concluded that all of this was worth doing.
BPR ConclusionsBPR Conclusions
1. A BPR project must start with senior management support and sponsorship on an on-going basis.
2. 2. Even with the necessary senior management involvement, a project will still be very challenging given the dramatic improvements and possible changes that it can entail.
3. 3. A talented and experienced project team and a professional approach with discipline and interpersonal skills will significantly raise the odds of realizing BPR success.
BPR ConclusionsBPR Conclusions
4. BPR, as a high risk project, represents possible high return as proven by the companies that have successfully done so.
5. Information technology is often the enabler of successful BPR and the catalyst for business success.
Ways to Improve ProcessesWays to Improve Processes
1. Traditional systems analysis – incremental improvement.
2. Business Process Reengineering – ambitious and dramatic change through a clean slate approach.
3. Total Quality Management – incremental change with a major emphasis on quality.
Some Valid BPR QuestionsSome Valid BPR Questions
What frequently triggers consideration of a business process reengineering effort by an organization? Is it likely that a company would decide to implement such an effort for the wrong reasons?
Are there fairly consistent objectives that a company would want to pursue that would justify turning to BPR as a logical approach?
What factors will dictate a high probability of success or a likelihood of failure?
Does the estimation that between fifty and seventy percent of BPR projects fail suggest that there is a fundamental flaw in the approach?
How significant a role would or should information systems play in the design of new business processes?
Does Total Quality Management compete with Business Process Reengineering or do the two complement each other?
Some Valid BPR QuestionsSome Valid BPR Questions
Top Related