Test your basic knowledge |

Information Systems

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. Manage fragmentation of information across an organization
enterprise architecture
Service - process
what ERPs help companies do
Ring and Van de Ven's stages of a strategic alliance

2. Software used to connect processes in one or more computers across a network
External stakeholders
middleware...
SOA
unlimited resources model

3. Something learned over time for the firm to create - produce - or offer its products
IT capability
CRM
managerial levers
silos

4. Software systems developed in the mid-90s which were not integrated across organizations and could not interface well with each other
D'aveni's model
ERP
halo effect
what enterprise systems replaced

5. Uses a large central computer that handles all the functionality of the system; common in legacy systems
WOA
hypercompetition
mainframe architecture
Long- term relationships with software vendors

6. Allows functional areas of an organization to share information easily
major benefit of an enterprise system
network effects
customer relationship management (CRM)
TQM

7. Processes make services possible; processes have inputs and outputs - while service is a cycle (ongoing)
infrastructure
halo effect
difference between a process and a service
External stakeholders

8. Strategy where companies cooperate and compete at the same time with companies in its value net
co-oopetition
D'aveni's model
resource- based view vs. Porter's 5 Forces
characteristics of a business process

9. 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)
information
shareholder value model
halo effect
business process management (BPM) systems

10. 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.)
risks associated with using information systems to gain strategic advantage
shareholder value model
IS strategy
six sigma

11. Fewer steps - fewer branches - fewer loops - and fewer decisions
Decision
business strategy
strategic alliance
more efficient processes have

12. Says competition stems from lowering the cost to perform activities and adding value so buyers will pay more
unlimited resources model
value chain framework
shared services
why enterprise systems tie a company to a vendor

13. Plan of where a business seeks to go and how it plans to get there
focus
service- oriented architecture
business strategy
six sigma

14. Comprehensive software packages that incorporate all modules needed to run the operations of a business
total quality management (TQM)
enterprise resource planning
process
mainframe architecture

15. The plan an organization uses in providing information services
factors influencing value sustainability
more specific sub- steps in process from strategy to architecture to infrastructure
Long- term relationships with software vendors
IS strategy

16. Utilizes a large base of resources that allows organization to outlast competitors by practicing a differentiation strategy
value chain framework
cost leadership
unlimited resources model
organizational change management

17. Relates business strategy with IS and organizational strategy; business strategy at the top - organizational and information strategy at the base
major disadvantage of an enterprise system
two essential characteristics of a business process
value net
IS strategy triangle

18. Business process re- engineering
differentiation
SOA
BPR
P2P

19. Can have coopetition w/o strategic alliance - can have strategic alliance w/o coopetition
complementor
relationship between coopetition and strategic alliance
architecture
business process reengineering (BPR)

20. ERP II makes information available to...
External stakeholders
supply chain management (SCM)
network effects
shared services

21. Includes business - organizational - and information strategy; business strategy is at the top of the triangle because it guides the others
business process management (BPM) systems
F.O.A.M.A.
the business triangle
information resources

22. Speed and aggressive moves and coutermoves by a firm create competitive advantages

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23. Businesses have to conform to the system - sometimes have to redesign processes to fit system
silos
major disadvantage of an enterprise system
value chain framework
IT asset vs. capability

24. 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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25. On a process flow diagram - a square represents a...
factors influencing value sustainability
IT asset vs. capability
network effects
Task

26. An end user will usually notice a reduction in the performance of a ______ before a _______
relationship between coopetition and strategic alliance
F.O.A.M.A.
what enterprise systems replaced
Service - process

27. Class of IT applications used to enable information flow within and between business processes
enterprise systems
enterprise systems are useful for this sort of organizational structure
risks associated with using information systems to gain strategic advantage
All departments throughout a company

28. Integration - packages - best practices - some assembly required - evolving
characteristics of enterprise systems
processes vs. functions
SOA
enterprise architecture

29. Anything that can be used by a firm in its processes for creating - producing - and/or offering its products
risks associated with using information systems to gain strategic advantage
IT asset
F.O.A.M.A.
enterprise systems are useful for this sort of organizational structure

30. Peer- to- peer
managerial levers
TOGAF
infrastructure
P2P

31. The value of a network node to a person or organization in a network increases when others join the network
network effects
Information Systems (IS)
resource- based view
shared services

32. Data in context (i.e. with relevance and purpose)
when business strategy changes
WOA
information
when information strategy changes

33. Business strategy should not be affected because it is at a more abstract level
Service - process
when information strategy changes
IT asset vs. capability
ES

34. 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
information resources
customer relationship management (CRM)
Task
client/server

35. Centralization (because they focus on integration)
best practices (characteristic of ES)
strategy
enterprise systems are useful for this sort of organizational structure
Task

36. Self- contained functional units
Porter's 5 Forces
TOGAF
major disadvantage of an enterprise system
silos

37. 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
resource- based view vs. Porter's 5 Forces
hypercompetition
competitive advantage
characteristics of a business process

38. Suggests that speed and aggressiveness of the moves and countermoves create an environment in which advantages are rapidly created and eroded
the business triangle
strategic alliance
hypercompetition
silos

39. Web- oriented architecture
enterprise architecture
mission
Task
WOA

40. Infrastructure - information - applications - processes - strategy
Service - process
two essential characteristics of a business process
more specific sub- steps in process from strategy to architecture to infrastructure
layers of enterprise architecture

41. Strategy where organization qualifies its product or service in a way that allows it to appear unique in the marketplace
why enterprise systems tie a company to a vendor
three major categories of IT capabilities
differentiation
All departments throughout a company

42. Systems that handle automated processes within and across organizations
P2P
managerial levers
total quality management (TQM)
business process management (BPM) systems

43. Information and organizational strategy must also change
supply chain management (SCM)
Porter's Generic Strategies Framework
when business strategy changes
components of the high cost of enterprise systems

44. Negotiation - commitment - execution - assessment

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45. When all the activities are in a predetermined order (not when steps vary in a process)
configurations for IT architecture
Task
when business process management systems are most useful
D'aveni's model

46. Maintains that competitive advantage comes from the information resources of the firm; resources enable a firm to attain and sustain competitive advantage
characteristics of a business process
alignment
IT asset
resource- based view

47. 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
IS strategy
most widely used enterprise system
enterprise systems

48. Total quality management
network effects
enterprise systems
IT capability
TQM

49. Holds that the timing of the use of specialized knowledge can create a differentiation advantage as long as the knowledge remains unique
business process management (BPM) systems
mission
business strategy
shareholder value model

50. Enterprise systems
middleware...
ES
components of the high cost of enterprise systems
what ERPs help companies do