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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. Ease of imitation - substitution - transfer
factors influencing value sustainability
the business triangle
organizational change management
External stakeholders
2. Threat of new entrants - bargaining power of buyers - threat of substitute products or services - bargaining power of suppliers - rivalry among existing competitors
3. Technology - people - and processes that an organization uses to manage information
IT capability
infrastructure
ES
Information Systems (IS)
4. On a process flow diagram - a circle represents a...
CRM
External stakeholders
Endpoint
information resources can either be..
5. Self- contained functional units
difference between a process and a service
SOA
silos
business process reengineering (BPR)
6. Inputs/outputs - tasks - decisions - metrics - 'swim lanes'
business diamond
halo effect
characteristics of a business process
Endpoint
7. Fewer steps - fewer branches - fewer loops - and fewer decisions
shared services
enterprise resource planning
SOA
more efficient processes have
8. 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
BPM
resource- based view
service- oriented architecture
halo effect
9. Plan of where a business seeks to go and how it plans to get there
service- oriented architecture
strategic alliance
value chain framework
business strategy
10. Web- oriented architecture
shareholder value model
differentiation
WOA
Porter's 5 Forces
11. Interrelated set of activities and tasks that turns inputs into outputs
F.O.A.M.A.
Decision
IT asset vs. capability
process
12. Utilizes a large base of resources that allows organization to outlast competitors by practicing a differentiation strategy
External stakeholders
Porter's Generic Strategies Framework
business process management (BPM) systems
unlimited resources model
13. Business strategy should not be affected because it is at a more abstract level
when information strategy changes
IT asset vs. capability
halo effect
co-oopetition
14. Enterprise resource planning
ERP
complementor
P2P
general process for developing is...
15. Software used to connect processes in one or more computers across a network
middleware...
WOA
value chain
shared services
16. Activities designed to learn more about customers' needs and behaviors to develop stronger relationships with them and enhance their value chains
IS strategy triangle
the business triangle
resource- based view vs. Porter's 5 Forces
customer relationship management (CRM)
17. 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
disadvantages of enterprise system
Porter's 5 Forces
enterprise architecture
best practices (characteristic of ES)
18. Business process re- engineering
co-oopetition
relationship between coopetition and strategic alliance
BPR
what enterprise systems replaced
19. Holds that the timing of the use of specialized knowledge can create a differentiation advantage as long as the knowledge remains unique
Task
shareholder value model
alignment
ERP
20. 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
architecture
competitive advantage
enterprise architecture
information
21. Relates business strategy with IS and organizational strategy; business strategy at the top - organizational and information strategy at the base
ES
Long- term relationships with software vendors
IT asset
IS strategy triangle
22. Class of IT applications used to enable information flow within and between business processes
shared services
value net
enterprise systems
unlimited resources model
23. Total quality management
major disadvantage of an enterprise system
managerial levers
TQM
general process for developing is...
24. Information and organizational strategy must also change
when business strategy changes
What enterprise systems need to be integrated with
IS strategy triangle
processes vs. functions
25. When all the activities are in a predetermined order (not when steps vary in a process)
Information Systems (IS)
IT capability
silos
when business process management systems are most useful
26. Integration - packages - best practices - some assembly required - evolving
Endpoint
shared services
characteristics of enterprise systems
External stakeholders
27. The situation in which a company's current and emerging business strategy is enabled - supported - and unconstrained by technology
six sigma
alignment
Task
layers of enterprise architecture
28. Business process management
more specific sub- steps in process from strategy to architecture to infrastructure
IT capability
BPM
enterprise systems are useful for this sort of organizational structure
29. Organizational - control - and cultural variables used by decision makers to effect changes in their organization
value net
process
managerial levers
disadvantages of enterprise system
30. R/3 (made by SAP)
Ring and Van de Ven's stages of a strategic alliance
six sigma
cost leadership
most widely used enterprise system
31. Software systems developed in the mid-90s which were not integrated across organizations and could not interface well with each other
SCM
All departments throughout a company
best practices (characteristic of ES)
what enterprise systems replaced
32. Resource- based focuses on internal factors in an organization - focused on external factors in the industry
33. Firms achieve competitive advantage through cost leadership - differentiation - or focus
34. Peer- to- peer
SCM
what enterprise systems replaced
value chain
P2P
35. Supply chain management
what enterprise systems replaced
SCM
middleware...
business diamond
36. Radical way of transforming business processes
Long- term relationships with software vendors
information
what enterprise systems replaced
business process reengineering (BPR)
37. Incremental way of transforming business processes
competitive advantage
ES
enterprise systems are useful for this sort of organizational structure
total quality management (TQM)
38. Centralization (because they focus on integration)
unlimited resources model
Decision
business process reengineering (BPR)
enterprise systems are useful for this sort of organizational structure
39. Strategy to goals to business requirements to architecture requirements to architecture to functional specifications to infrastructure specifications (hardware - software - data...)
F.O.A.M.A.
more specific sub- steps in process from strategy to architecture to infrastructure
TOGAF
shared services
40. An end user will usually notice a reduction in the performance of a ______ before a _______
resource- based view vs. Porter's 5 Forces
risks associated with using information systems to gain strategic advantage
Service - process
F.O.A.M.A.
41. Says competition stems from lowering the cost to perform activities and adding value so buyers will pay more
middleware...
best practices (characteristic of ES)
focus
value chain framework
42. Technical skills - IT management skills - relationship skills
configurations for IT architecture
three major categories of IT capabilities
business process reengineering (BPR)
halo effect
43. Company who offers a complementary product (e.g. milk complements cereal)
processes vs. functions
complementor
value chain
IT capability
44. An IT capability makes it possible for the firm to use its IT assets effectively
value chain
organizational change management
alignment
IT asset vs. capability
45. Framework for understanding the design of an organization; links together business processes - values & beliefs - management control systems - and tasks & structures
business process management (BPM) systems
business diamond
relationship between coopetition and strategic alliance
when information strategy changes
46. Infrastructure - information - applications - processes - strategy
Endpoint
layers of enterprise architecture
Service - process
differentiation
47. Finance - operations - accounting - marketing - administration (functions or silos in a business)
P2P
F.O.A.M.A.
supply chain management (SCM)
alignment
48. Maintains that competitive advantage comes from the information resources of the firm; resources enable a firm to attain and sustain competitive advantage
enterprise systems are useful for this sort of organizational structure
value chain framework
mission
resource- based view
49. Customer relationship management
strategic alliance
IS strategy triangle
CRM
shareholder value model
50. Translates strategy into infrastructure - creating plans for the implementation
architecture
components of the high cost of enterprise systems
Porter's 5 Forces
SOA