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Test your basic knowledge |
Information Systems
Start Test
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. Peer- to- peer
Task
P2P
enterprise resource planning
IS strategy triangle
2. Highlights how IS add value to the primary and support activities of a firm's internal operations - customers - and supply chain
two essential characteristics of a business process
alignment
factors influencing value sustainability
value chain
3. Processes make services possible; processes have inputs and outputs - while service is a cycle (ongoing)
difference between a process and a service
organizational change management
three major categories of IT capabilities
complementor
4. Enterprise resource planning
ERP
Porter's Generic Strategies Framework
IT asset
difference between a process and a service
5. Maintains that competitive advantage comes from the information resources of the firm; resources enable a firm to attain and sustain competitive advantage
resource- based view
business process reengineering (BPR)
when business process management systems are most useful
organizational strategy
6. Ease of imitation - substitution - transfer
Endpoint
factors influencing value sustainability
focus
BPR
7. Strategy where organization qualifies its product or service in a way that allows it to appear unique in the marketplace
P2P
BPR
enterprise systems
differentiation
8. Strategy where organization limits its scope to a market segment and tailors its offerings to that group of customers using either cost or differentiation
shareholder value model
focus
enterprise systems
more efficient processes have
9. R/3 (made by SAP)
value chain
Porter's 5 Forces
when business process management systems are most useful
most widely used enterprise system
10. Incremental way of transforming business processes
business diamond
mainframe architecture
SCM
total quality management (TQM)
11. Supply chain management
client
SCM
cost leadership
middleware...
12. Infrastructure - information - applications - processes - strategy
business diamond
layers of enterprise architecture
TOGAF
enterprise architecture
13. Because they are complex and usually need continual modification to meet the organizations needs
infrastructure
six sigma
why enterprise systems tie a company to a vendor
what ERPs help companies do
14. 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
competitive advantage
TQM
business diamond
major benefit of an enterprise system
15. Self- contained functional units
silos
what ERPs help companies do
infrastructure
strategic alliance
16. Enterprise systems
layers of enterprise architecture
business process management (BPM) systems
BPR
ES
17. The basic human tendency to make specific inferences on the basis of a general impression (EX: assuming that because a business is successful - it has good management-- ignoring other forces at work)
halo effect
supply chain management (SCM)
configurations for IT architecture
CRM
18. Comprehensive software packages that incorporate all modules needed to run the operations of a business
value net
TQM
differentiation
enterprise resource planning
19. Company who offers a complementary product (e.g. milk complements cereal)
D'aveni's model
complementor
Long- term relationships with software vendors
CRM
20. Business process management
BPM
value chain
resource- based view
SOA
21. An organization's hardware - operating systems - databases - telecommunications - legacy systems
total quality management (TQM)
six sigma
business process management (BPM) systems
What enterprise systems need to be integrated with
22. Inter- organizational relationship that affords one or more companies in the relationship a strategic advantage
characteristics of a business process
strategic alliance
enterprise architecture
what ERPs help companies do
23. Strategy where organization aims to be the lowest- cost producer in the marketplace
cost leadership
strategic alliance
layers of enterprise architecture
customer relationship management (CRM)
24. The situation in which a company's current and emerging business strategy is enabled - supported - and unconstrained by technology
alignment
ERP
hypercompetition
two essential characteristics of a business process
25. Includes a company - its competitors - complementors - customers - suppliers
when business process management systems are most useful
hypercompetition
value net
major disadvantage of an enterprise system
26. An IT capability makes it possible for the firm to use its IT assets effectively
business process management (BPM) systems
total quality management (TQM)
IT asset vs. capability
differentiation
27. Resource- based focuses on internal factors in an organization - focused on external factors in the industry
28. Technology - people - and processes that an organization uses to manage information
Information Systems (IS)
mainframe architecture
IT asset vs. capability
IS strategy triangle
29. Incremental approach to changing business processes (a management program that seeks to improve the quality of process outputs by identifying and removing the causes of defects and variation in the various processes.)
six sigma
silos
Information Systems (IS)
focus
30. Holds that the timing of the use of specialized knowledge can create a differentiation advantage as long as the knowledge remains unique
risks associated with using information systems to gain strategic advantage
characteristics of enterprise systems
shareholder value model
relationship between coopetition and strategic alliance
31. When all the activities are in a predetermined order (not when steps vary in a process)
mainframe architecture
value chain
when business process management systems are most useful
strategy
32. Framework for understanding the design of an organization; links together business processes - values & beliefs - management control systems - and tasks & structures
WOA
business diamond
service- oriented architecture
SCM
33. Inputs/outputs and tasks
IS strategy
two essential characteristics of a business process
configurations for IT architecture
shareholder value model
34. Class of IT applications used to enable information flow within and between business processes
SOA
CRM
SCM
enterprise systems
35. Plan of where a business seeks to go and how it plans to get there
business strategy
External stakeholders
IT capability
customer relationship management (CRM)
36. Software program that requests and receives data and instructions from another
IS strategy
BPM
client
mission
37. Strategy where companies cooperate and compete at the same time with companies in its value net
co-oopetition
major disadvantage of an enterprise system
SOA
factors influencing value sustainability
38. Businesses have to conform to the system - sometimes have to redesign processes to fit system
major disadvantage of an enterprise system
when business process management systems are most useful
WOA
TQM
39. The plan an organization uses in providing information services
disadvantages of enterprise system
service- oriented architecture
three major categories of IT capabilities
IS strategy
40. Activities designed to learn more about customers' needs and behaviors to develop stronger relationships with them and enhance their value chains
why enterprise systems tie a company to a vendor
characteristics of enterprise systems
customer relationship management (CRM)
Porter's 5 Forces
41. Uses a large central computer that handles all the functionality of the system; common in legacy systems
the business triangle
mainframe architecture
Task
business process reengineering (BPR)
42. On a process flow diagram - a circle represents a...
business diamond
client
factors influencing value sustainability
Endpoint
43. Radical way of transforming business processes
middleware...
business process reengineering (BPR)
All departments throughout a company
TQM
44. Includes business - organizational - and information strategy; business strategy is at the top of the triangle because it guides the others
value net
the business triangle
competitive advantage
components of the high cost of enterprise systems
45. ERPs make information available to...
All departments throughout a company
BPR
characteristics of a business process
risks associated with using information systems to gain strategic advantage
46. Business process re- engineering
IT asset
total quality management (TQM)
BPR
TQM
47. Enterprise systems usually require...
Long- term relationships with software vendors
TQM
process
complementor
48. Manage fragmentation of information across an organization
what ERPs help companies do
characteristics of enterprise systems
halo effect
enterprise systems are useful for this sort of organizational structure
49. Strategy --> architecture --> infrastructure
the business triangle
TQM
process
general process for developing is...
50. Improves the way a company finds raw components it needs to make a product or service - manufactures that product or service - and delivers it to customers
value net
Information Systems (IS)
supply chain management (SCM)
ERP