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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. The value of a network node to a person or organization in a network increases when others join the network
What enterprise systems need to be integrated with
network effects
business strategy
managerial levers
2. Includes a company - its competitors - complementors - customers - suppliers
value net
information
IT asset vs. capability
cost leadership
3. Building components of software in a modular way; an architecture where business processes are built on a network - different parts of business functionality reside on different parts of the network - the parts can be combined and reused to create ap
shareholder value model
IT asset
halo effect
service- oriented architecture
4. Highlights how IS add value to the primary and support activities of a firm's internal operations - customers - and supply chain
value chain
IS strategy triangle
three major categories of IT capabilities
Task
5. Inputs/outputs and tasks
two essential characteristics of a business process
managerial levers
CRM
value net
6. Coordinated set of actions to fulfill objectives - purposes - and goals
strategy
Endpoint
enterprise architecture
major benefit of an enterprise system
7. Software program that requests and receives data and instructions from another
six sigma
client
information resources
CRM
8. Strategy --> architecture --> infrastructure
processes vs. functions
IT capability
Endpoint
general process for developing is...
9. Comprehensive software packages that incorporate all modules needed to run the operations of a business
TOGAF
IT capability
enterprise resource planning
when business process management systems are most useful
10. Business strategy should not be affected because it is at a more abstract level
when information strategy changes
D'aveni's model
configurations for IT architecture
CRM
11. Says competition stems from lowering the cost to perform activities and adding value so buyers will pay more
value chain framework
CRM
What enterprise systems need to be integrated with
disadvantages of enterprise system
12. Enterprise systems reflect industry best practices for generic business processes
competitive advantage
silos
best practices (characteristic of ES)
enterprise systems are useful for this sort of organizational structure
13. Suggests that speed and aggressiveness of the moves and countermoves create an environment in which advantages are rapidly created and eroded
what ERPs help companies do
when business strategy changes
hypercompetition
information
14. Relates business strategy with IS and organizational strategy; business strategy at the top - organizational and information strategy at the base
client/server
cost leadership
value chain framework
IS strategy triangle
15. Tries to minimize risks and maximize benefits of change in an organization
managerial levers
enterprise systems are useful for this sort of organizational structure
IS strategy triangle
organizational change management
16. Technical skills - IT management skills - relationship skills
three major categories of IT capabilities
Decision
silos
characteristics of enterprise systems
17. Business process re- engineering
Ring and Van de Ven's stages of a strategic alliance
difference between a process and a service
BPR
hypercompetition
18. Customer relationship management
co-oopetition
strategic alliance
IS strategy
CRM
19. Self- contained functional units
enterprise systems are useful for this sort of organizational structure
characteristics of a business process
strategic alliance
silos
20. 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.)
when information strategy changes
six sigma
ES
processes vs. functions
21. Strategy where organization limits its scope to a market segment and tailors its offerings to that group of customers using either cost or differentiation
information resources can either be..
focus
factors influencing value sustainability
information resources
22. Integration - packages - best practices - some assembly required - evolving
business strategy
silos
alignment
characteristics of enterprise systems
23. Includes business - organizational - and information strategy; business strategy is at the top of the triangle because it guides the others
risks associated with using information systems to gain strategic advantage
the business triangle
halo effect
infrastructure
24. Peer- to- peer
P2P
CRM
business strategy
client
25. Processes make services possible; processes have inputs and outputs - while service is a cycle (ongoing)
value chain
customer relationship management (CRM)
difference between a process and a service
enterprise resource planning
26. 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)
mission
halo effect
more specific sub- steps in process from strategy to architecture to infrastructure
information resources can either be..
27. Strategy to goals to business requirements to architecture requirements to architecture to functional specifications to infrastructure specifications (hardware - software - data...)
most widely used enterprise system
more specific sub- steps in process from strategy to architecture to infrastructure
TOGAF
IT asset
28. Fewer steps - fewer branches - fewer loops - and fewer decisions
more efficient processes have
shareholder value model
components of the high cost of enterprise systems
External stakeholders
29. Translates strategy into infrastructure - creating plans for the implementation
architecture
enterprise architecture
competitive advantage
six sigma
30. Company who offers a complementary product (e.g. milk complements cereal)
what enterprise systems replaced
complementor
What enterprise systems need to be integrated with
three major categories of IT capabilities
31. Description of goals of an organization - how these goals are realized by business processes - and how these business processes can be better served through technology
enterprise systems are useful for this sort of organizational structure
enterprise architecture
client
infrastructure
32. Inputs/outputs - tasks - decisions - metrics - 'swim lanes'
value chain framework
What enterprise systems need to be integrated with
TQM
characteristics of a business process
33. Includes data - technology - people - and processes
Endpoint
information resources
focus
value net
34. Hardware - software - professional services - internal staff costs
SCM
service- oriented architecture
components of the high cost of enterprise systems
Decision
35. Inter- organizational relationship that affords one or more companies in the relationship a strategic advantage
alignment
when business process management systems are most useful
customer relationship management (CRM)
strategic alliance
36. The open group architectural framework; designed to translate strategy into architecture and then into a detailed infrastructure using standardized Architecture Development Methodology
competitive advantage
TOGAF
risks associated with using information systems to gain strategic advantage
network effects
37. Data in context (i.e. with relevance and purpose)
the business triangle
IT capability
best practices (characteristic of ES)
information
38. Negotiation - commitment - execution - assessment
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39. Utilizes a large base of resources that allows organization to outlast competitors by practicing a differentiation strategy
unlimited resources model
mainframe architecture
IT asset vs. capability
why enterprise systems tie a company to a vendor
40. Because they are complex and usually need continual modification to meet the organizations needs
cost leadership
shared services
business strategy
why enterprise systems tie a company to a vendor
41. Supply chain management
Ring and Van de Ven's stages of a strategic alliance
Task
SCM
Decision
42. Enterprise resource planning
ERP
value net
information resources
halo effect
43. Resource- based focuses on internal factors in an organization - focused on external factors in the industry
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44. Software used to connect processes in one or more computers across a network
middleware...
characteristics of a business process
competitive advantage
complementor
45. Web- oriented architecture
middleware...
more specific sub- steps in process from strategy to architecture to infrastructure
network effects
WOA
46. Includes organization's design and the choices it makes to define - set up - coordinate - and control its work processes
when information strategy changes
organizational strategy
External stakeholders
Porter's 5 Forces
47. On a process flow diagram - a square represents a...
Porter's 5 Forces
managerial levers
general process for developing is...
Task
48. Infrastructure - information - applications - processes - strategy
layers of enterprise architecture
Service - process
enterprise systems are useful for this sort of organizational structure
when business process management systems are most useful
49. Total quality management
middleware...
TQM
business process management (BPM) systems
factors influencing value sustainability
50. Interrelated set of activities and tasks that turns inputs into outputs
process
best practices (characteristic of ES)
two essential characteristics of a business process
WOA