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Test your basic knowledge |
Information Systems
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Study First
Subjects
:
engineering
,
it-skills
Instructions:
Answer 50 questions in 15 minutes.
If you are not ready to take this test, you can
study here
.
Match each statement with the correct term.
Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.
This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. The situation in which a company's current and emerging business strategy is enabled - supported - and unconstrained by technology
alignment
business diamond
enterprise resource planning
What enterprise systems need to be integrated with
2. Web- oriented architecture
enterprise systems
WOA
differentiation
business process reengineering (BPR)
3. Inputs/outputs and tasks
IT asset
why enterprise systems tie a company to a vendor
three major categories of IT capabilities
two essential characteristics of a business process
4. Threat of new entrants - bargaining power of buyers - threat of substitute products or services - bargaining power of suppliers - rivalry among existing competitors
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5. Allows functional areas of an organization to share information easily
information resources
major benefit of an enterprise system
P2P
ERP
6. Framework for understanding the design of an organization; links together business processes - values & beliefs - management control systems - and tasks & structures
business diamond
enterprise resource planning
unlimited resources model
Information Systems (IS)
7. Technology - people - and processes that an organization uses to manage information
when business process management systems are most useful
Information Systems (IS)
client/server
D'aveni's model
8. Business process re- engineering
business strategy
IT asset vs. capability
IS strategy triangle
BPR
9. Infrastructure - information - applications - processes - strategy
when business strategy changes
Information Systems (IS)
factors influencing value sustainability
layers of enterprise architecture
10. Utilizes a large base of resources that allows organization to outlast competitors by practicing a differentiation strategy
unlimited resources model
WOA
when business strategy changes
co-oopetition
11. Processes make services possible; processes have inputs and outputs - while service is a cycle (ongoing)
co-oopetition
BPM
difference between a process and a service
business process management (BPM) systems
12. Service- oriented architecture
layers of enterprise architecture
SOA
difference between a process and a service
enterprise systems are useful for this sort of organizational structure
13. Inter- organizational relationship that affords one or more companies in the relationship a strategic advantage
strategic alliance
organizational strategy
risks associated with using information systems to gain strategic advantage
SCM
14. Systems that handle automated processes within and across organizations
halo effect
enterprise resource planning
business process management (BPM) systems
shareholder value model
15. Centralization (because they focus on integration)
enterprise systems are useful for this sort of organizational structure
SOA
two essential characteristics of a business process
managerial levers
16. Resource- based focuses on internal factors in an organization - focused on external factors in the industry
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17. Awaking a sleeping giant - bad timing - poor implementation - failing to deliver what customers want - breaking the law
D'aveni's model
risks associated with using information systems to gain strategic advantage
general process for developing is...
SCM
18. Coordinated set of actions to fulfill objectives - purposes - and goals
disadvantages of enterprise system
strategy
most widely used enterprise system
total quality management (TQM)
19. Comprehensive software packages that incorporate all modules needed to run the operations of a business
more efficient processes have
business process management (BPM) systems
when business strategy changes
enterprise resource planning
20. Supply chain management
All departments throughout a company
co-oopetition
layers of enterprise architecture
SCM
21. Inputs/outputs - tasks - decisions - metrics - 'swim lanes'
Ring and Van de Ven's stages of a strategic alliance
characteristics of a business process
major benefit of an enterprise system
the business triangle
22. Software systems developed in the mid-90s which were not integrated across organizations and could not interface well with each other
service- oriented architecture
Service - process
unlimited resources model
what enterprise systems replaced
23. Manage fragmentation of information across an organization
hypercompetition
P2P
halo effect
what ERPs help companies do
24. An end user will usually notice a reduction in the performance of a ______ before a _______
enterprise systems
F.O.A.M.A.
Service - process
silos
25. The unique set of features of a company and its products that are perceived by the target market as significant and superior to the competition
architecture
more efficient processes have
competitive advantage
Porter's Generic Strategies Framework
26. Speed and aggressive moves and coutermoves by a firm create competitive advantages
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27. Strategy --> architecture --> infrastructure
general process for developing is...
organizational strategy
configurations for IT architecture
halo effect
28. ERP II makes information available to...
middleware...
IT capability
value chain framework
External stakeholders
29. Software program that requests and receives data and instructions from another
All departments throughout a company
managerial levers
ES
client
30. Enterprise systems
IT asset
infrastructure
total quality management (TQM)
ES
31. Firms achieve competitive advantage through cost leadership - differentiation - or focus
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32. Technical skills - IT management skills - relationship skills
organizational strategy
when information strategy changes
what enterprise systems replaced
three major categories of IT capabilities
33. Enterprise systems reflect industry best practices for generic business processes
SOA
characteristics of enterprise systems
co-oopetition
best practices (characteristic of ES)
34. Customer relationship management
P2P
CRM
three major categories of IT capabilities
what enterprise systems replaced
35. Organizational - control - and cultural variables used by decision makers to effect changes in their organization
enterprise systems are useful for this sort of organizational structure
managerial levers
why enterprise systems tie a company to a vendor
IT asset
36. Strategy where organization qualifies its product or service in a way that allows it to appear unique in the marketplace
risks associated with using information systems to gain strategic advantage
client
factors influencing value sustainability
differentiation
37. Says competition stems from lowering the cost to perform activities and adding value so buyers will pay more
difference between a process and a service
total quality management (TQM)
organizational strategy
value chain framework
38. Architecture where one software program (the client) requests and receives data and instructions from another software program (the server); computers running client programs usually require less computing resources
business strategy
Endpoint
information resources
client/server
39. Strategy to goals to business requirements to architecture requirements to architecture to functional specifications to infrastructure specifications (hardware - software - data...)
total quality management (TQM)
co-oopetition
relationship between coopetition and strategic alliance
more specific sub- steps in process from strategy to architecture to infrastructure
40. Holds that the timing of the use of specialized knowledge can create a differentiation advantage as long as the knowledge remains unique
shareholder value model
resource- based view vs. Porter's 5 Forces
Long- term relationships with software vendors
when information strategy changes
41. Tries to minimize risks and maximize benefits of change in an organization
customer relationship management (CRM)
organizational change management
best practices (characteristic of ES)
shareholder value model
42. The value of a network node to a person or organization in a network increases when others join the network
network effects
Porter's Generic Strategies Framework
information resources can either be..
relationship between coopetition and strategic alliance
43. Includes data - technology - people - and processes
most widely used enterprise system
layers of enterprise architecture
information resources
network effects
44. Finance - operations - accounting - marketing - administration (functions or silos in a business)
F.O.A.M.A.
D'aveni's model
Service - process
ERP
45. Activities designed to learn more about customers' needs and behaviors to develop stronger relationships with them and enhance their value chains
customer relationship management (CRM)
information resources
P2P
strategic alliance
46. Businesses have to conform to the system - sometimes have to redesign processes to fit system
when business strategy changes
major disadvantage of an enterprise system
difference between a process and a service
differentiation
47. Class of IT applications used to enable information flow within and between business processes
more specific sub- steps in process from strategy to architecture to infrastructure
processes vs. functions
Endpoint
enterprise systems
48. Highlights how IS add value to the primary and support activities of a firm's internal operations - customers - and supply chain
resource- based view
value chain
difference between a process and a service
what ERPs help companies do
49. Business strategy should not be affected because it is at a more abstract level
major disadvantage of an enterprise system
when information strategy changes
differentiation
business process reengineering (BPR)
50. Processes are horizontal across a corporation - many functional areas of the business will be involved in a process; functions are vertical silos in an organization (e.g. finance - operations - accounting - marketing - administration)
information resources
the business triangle
IS strategy triangle
processes vs. functions
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