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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. Technical skills - IT management skills - relationship skills
F.O.A.M.A.
TOGAF
supply chain management (SCM)
three major categories of IT capabilities
2. On a process flow diagram - a square represents a...
Decision
middleware...
layers of enterprise architecture
Task
3. An organization's hardware - operating systems - databases - telecommunications - legacy systems
What enterprise systems need to be integrated with
competitive advantage
enterprise resource planning
alignment
4. Plan of where a business seeks to go and how it plans to get there
enterprise resource planning
business strategy
when information strategy changes
focus
5. Ease of imitation - substitution - transfer
three major categories of IT capabilities
Endpoint
factors influencing value sustainability
organizational strategy
6. Incremental way of transforming business processes
what enterprise systems replaced
total quality management (TQM)
value chain
relationship between coopetition and strategic alliance
7. For changes in organizational structure - expensive - risky
shareholder value model
Service - process
ES
disadvantages of enterprise system
8. Relates business strategy with IS and organizational strategy; business strategy at the top - organizational and information strategy at the base
SOA
IS strategy triangle
three major categories of IT capabilities
co-oopetition
9. An IT capability makes it possible for the firm to use its IT assets effectively
six sigma
hypercompetition
IT asset vs. capability
network effects
10. 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
most widely used enterprise system
Porter's 5 Forces
competitive advantage
What enterprise systems need to be integrated with
11. Company who offers a complementary product (e.g. milk complements cereal)
Porter's 5 Forces
value net
complementor
competitive advantage
12. Includes data - technology - people - and processes
strategic alliance
information resources
value net
client/server
13. Software used to connect processes in one or more computers across a network
configurations for IT architecture
why enterprise systems tie a company to a vendor
middleware...
when business process management systems are most useful
14. Software program that requests and receives data and instructions from another
IT capability
when information strategy changes
client
What enterprise systems need to be integrated with
15. Enterprise systems
mission
difference between a process and a service
Ring and Van de Ven's stages of a strategic alliance
ES
16. 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)
best practices (characteristic of ES)
halo effect
when business process management systems are most useful
relationship between coopetition and strategic alliance
17. Class of IT applications used to enable information flow within and between business processes
enterprise systems
halo effect
Ring and Van de Ven's stages of a strategic alliance
Decision
18. Includes organization's design and the choices it makes to define - set up - coordinate - and control its work processes
CRM
architecture
IS strategy triangle
organizational strategy
19. Centralization (because they focus on integration)
six sigma
relationship between coopetition and strategic alliance
enterprise systems are useful for this sort of organizational structure
organizational strategy
20. Can have coopetition w/o strategic alliance - can have strategic alliance w/o coopetition
ERP
relationship between coopetition and strategic alliance
characteristics of a business process
business strategy
21. Says competition stems from lowering the cost to perform activities and adding value so buyers will pay more
value chain framework
What enterprise systems need to be integrated with
Information Systems (IS)
organizational change management
22. 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)
processes vs. functions
total quality management (TQM)
enterprise systems are useful for this sort of organizational structure
Endpoint
23. Customer relationship management
value net
CRM
information
client/server
24. Everything that supports the flow and processing of information in an organization - including hardware - software - data and network components
IS strategy triangle
middleware...
mainframe architecture
infrastructure
25. Maintains that competitive advantage comes from the information resources of the firm; resources enable a firm to attain and sustain competitive advantage
when information strategy changes
why enterprise systems tie a company to a vendor
resource- based view
six sigma
26. Inter- organizational relationship that affords one or more companies in the relationship a strategic advantage
ES
more specific sub- steps in process from strategy to architecture to infrastructure
IT asset vs. capability
strategic alliance
27. Hardware - software - professional services - internal staff costs
IT asset
the business triangle
components of the high cost of enterprise systems
three major categories of IT capabilities
28. Web- oriented architecture
Decision
Information Systems (IS)
business diamond
WOA
29. Business process management
information
information resources can either be..
BPM
characteristics of enterprise systems
30. Includes a company - its competitors - complementors - customers - suppliers
mission
P2P
value net
Porter's 5 Forces
31. Businesses have to conform to the system - sometimes have to redesign processes to fit system
major disadvantage of an enterprise system
more specific sub- steps in process from strategy to architecture to infrastructure
service- oriented architecture
CRM
32. Enterprise systems reflect industry best practices for generic business processes
business process reengineering (BPR)
business strategy
best practices (characteristic of ES)
total quality management (TQM)
33. Total quality management
organizational strategy
ERP
TQM
layers of enterprise architecture
34. Anything that can be used by a firm in its processes for creating - producing - and/or offering its products
most widely used enterprise system
more specific sub- steps in process from strategy to architecture to infrastructure
D'aveni's model
IT asset
35. When all the activities are in a predetermined order (not when steps vary in a process)
External stakeholders
when business process management systems are most useful
Service - process
differentiation
36. Information and organizational strategy must also change
major disadvantage of an enterprise system
general process for developing is...
IT asset
when business strategy changes
37. Integration - packages - best practices - some assembly required - evolving
ERP
middleware...
characteristics of enterprise systems
factors influencing value sustainability
38. 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
service- oriented architecture
architecture
Porter's 5 Forces
P2P
39. Utilizes a large base of resources that allows organization to outlast competitors by practicing a differentiation strategy
ERP
managerial levers
unlimited resources model
risks associated with using information systems to gain strategic advantage
40. 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
strategic alliance
major disadvantage of an enterprise system
major benefit of an enterprise system
41. Strategy to goals to business requirements to architecture requirements to architecture to functional specifications to infrastructure specifications (hardware - software - data...)
more specific sub- steps in process from strategy to architecture to infrastructure
what enterprise systems replaced
WOA
Task
42. Finance - operations - accounting - marketing - administration (functions or silos in a business)
organizational strategy
F.O.A.M.A.
six sigma
client
43. 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 architecture
factors influencing value sustainability
IT asset vs. capability
D'aveni's model
44. Self- contained functional units
silos
when business strategy changes
TQM
P2P
45. Strategy where organization qualifies its product or service in a way that allows it to appear unique in the marketplace
managerial levers
business diamond
External stakeholders
differentiation
46. Organizational - control - and cultural variables used by decision makers to effect changes in their organization
IT asset vs. capability
value net
managerial levers
BPM
47. Framework for understanding the design of an organization; links together business processes - values & beliefs - management control systems - and tasks & structures
business diamond
why enterprise systems tie a company to a vendor
client
Service - process
48. The open group architectural framework; designed to translate strategy into architecture and then into a detailed infrastructure using standardized Architecture Development Methodology
value chain framework
TOGAF
components of the high cost of enterprise systems
IS strategy
49. Holds that the timing of the use of specialized knowledge can create a differentiation advantage as long as the knowledge remains unique
value chain
P2P
shareholder value model
CRM
50. Translates strategy into infrastructure - creating plans for the implementation
network effects
WOA
three major categories of IT capabilities
architecture