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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. 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.)
resource- based view vs. Porter's 5 Forces
six sigma
CRM
business process reengineering (BPR)
2. The value of a network node to a person or organization in a network increases when others join the network
IT asset vs. capability
network effects
mainframe architecture
BPM
3. On a process flow diagram - a circle represents a...
Endpoint
managerial levers
strategy
Porter's 5 Forces
4. Translates strategy into infrastructure - creating plans for the implementation
strategy
D'aveni's model
business process reengineering (BPR)
architecture
5. Says competition stems from lowering the cost to perform activities and adding value so buyers will pay more
value chain framework
components of the high cost of enterprise systems
major benefit of an enterprise system
when information strategy changes
6. Infrastructure - information - applications - processes - strategy
layers of enterprise architecture
External stakeholders
resource- based view vs. Porter's 5 Forces
client/server
7. Incremental way of transforming business processes
mission
value chain
network effects
total quality management (TQM)
8. Highlights how IS add value to the primary and support activities of a firm's internal operations - customers - and supply chain
co-oopetition
value chain
TQM
External stakeholders
9. Hardware - software - professional services - internal staff costs
IS strategy
components of the high cost of enterprise systems
What enterprise systems need to be integrated with
D'aveni's model
10. Fewer steps - fewer branches - fewer loops - and fewer decisions
mainframe architecture
information resources
more efficient processes have
when business process management systems are most useful
11. Supply chain management
supply chain management (SCM)
SCM
SOA
IT capability
12. Customer relationship management
competitive advantage
processes vs. functions
BPM
CRM
13. Interrelated set of activities and tasks that turns inputs into outputs
mainframe architecture
process
ERP
supply chain management (SCM)
14. Includes a company - its competitors - complementors - customers - suppliers
why enterprise systems tie a company to a vendor
value net
BPM
configurations for IT architecture
15. 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)
what ERPs help companies do
total quality management (TQM)
processes vs. functions
focus
16. Enterprise systems usually require...
information resources
CRM
the business triangle
Long- term relationships with software vendors
17. Ease of imitation - substitution - transfer
information
factors influencing value sustainability
co-oopetition
what ERPs help companies do
18. Service- oriented architecture
Task
SOA
shared services
configurations for IT architecture
19. Mainframe - client/server - SOA - P2P - WOA
more specific sub- steps in process from strategy to architecture to infrastructure
F.O.A.M.A.
SCM
configurations for IT architecture
20. Includes business - organizational - and information strategy; business strategy is at the top of the triangle because it guides the others
the business triangle
general process for developing is...
characteristics of enterprise systems
Porter's Generic Strategies Framework
21. Business process management
BPM
supply chain management (SCM)
enterprise systems are useful for this sort of organizational structure
ES
22. For changes in organizational structure - expensive - risky
strategy
disadvantages of enterprise system
Endpoint
client/server
23. Total quality management
managerial levers
TQM
Porter's 5 Forces
Task
24. Finance - operations - accounting - marketing - administration (functions or silos in a business)
F.O.A.M.A.
enterprise systems
Porter's 5 Forces
business process management (BPM) systems
25. Includes organization's design and the choices it makes to define - set up - coordinate - and control its work processes
D'aveni's model
organizational strategy
IT asset
general process for developing is...
26. Radical way of transforming business processes
SCM
IS strategy triangle
business process reengineering (BPR)
business diamond
27. On a process flow diagram - a square represents a...
WOA
Task
alignment
layers of enterprise architecture
28. An IT capability makes it possible for the firm to use its IT assets effectively
enterprise systems
BPM
IT asset vs. capability
risks associated with using information systems to gain strategic advantage
29. 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
layers of enterprise architecture
supply chain management (SCM)
general process for developing is...
Decision
30. Businesses have to conform to the system - sometimes have to redesign processes to fit system
TQM
Information Systems (IS)
major disadvantage of an enterprise system
process
31. Firms achieve competitive advantage through cost leadership - differentiation - or focus
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32. 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
when information strategy changes
most widely used enterprise system
D'aveni's model
33. The open group architectural framework; designed to translate strategy into architecture and then into a detailed infrastructure using standardized Architecture Development Methodology
TOGAF
value chain
why enterprise systems tie a company to a vendor
Decision
34. R/3 (made by SAP)
strategic alliance
business diamond
most widely used enterprise system
value net
35. Class of IT applications used to enable information flow within and between business processes
components of the high cost of enterprise systems
business diamond
business process reengineering (BPR)
enterprise systems
36. 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
what enterprise systems replaced
major benefit of an enterprise system
factors influencing value sustainability
37. Negotiation - commitment - execution - assessment
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38. Organizations restructure common business processes to consolidate services like IT - human resources - finance
alignment
mainframe architecture
strategy
shared services
39. Holds that the timing of the use of specialized knowledge can create a differentiation advantage as long as the knowledge remains unique
total quality management (TQM)
shareholder value model
organizational change management
characteristics of enterprise systems
40. Strategy --> architecture --> infrastructure
general process for developing is...
client/server
IT asset
organizational change management
41. Enterprise systems
ES
relationship between coopetition and strategic alliance
more efficient processes have
Information Systems (IS)
42. Software used to connect processes in one or more computers across a network
co-oopetition
resource- based view vs. Porter's 5 Forces
Service - process
middleware...
43. Anything that can be used by a firm in its processes for creating - producing - and/or offering its products
TOGAF
supply chain management (SCM)
Service - process
IT asset
44. Enterprise systems reflect industry best practices for generic business processes
Information Systems (IS)
best practices (characteristic of ES)
enterprise architecture
difference between a process and a service
45. Strategy where organization aims to be the lowest- cost producer in the marketplace
business strategy
configurations for IT architecture
unlimited resources model
cost leadership
46. Systems that handle automated processes within and across organizations
business process management (BPM) systems
components of the high cost of enterprise systems
information resources
general process for developing is...
47. Something learned over time for the firm to create - produce - or offer its products
Task
Decision
IT capability
difference between a process and a service
48. Software program that requests and receives data and instructions from another
information resources can either be..
enterprise systems are useful for this sort of organizational structure
Service - process
client
49. Inputs/outputs and tasks
infrastructure
hypercompetition
two essential characteristics of a business process
characteristics of a business process
50. An organization's hardware - operating systems - databases - telecommunications - legacy systems
What enterprise systems need to be integrated with
co-oopetition
TQM
major disadvantage of an enterprise system