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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. Information and organizational strategy must also change
value chain framework
when business strategy changes
Task
ES
2. Can have coopetition w/o strategic alliance - can have strategic alliance w/o coopetition
the business triangle
major disadvantage of an enterprise system
business process management (BPM) systems
relationship between coopetition and strategic alliance
3. Maintains that competitive advantage comes from the information resources of the firm; resources enable a firm to attain and sustain competitive advantage
SOA
more specific sub- steps in process from strategy to architecture to infrastructure
resource- based view
when information strategy changes
4. 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
All departments throughout a company
more efficient processes have
architecture
service- oriented architecture
5. When all the activities are in a predetermined order (not when steps vary in a process)
when business process management systems are most useful
three major categories of IT capabilities
architecture
resource- based view vs. Porter's 5 Forces
6. Comprehensive software packages that incorporate all modules needed to run the operations of a business
enterprise resource planning
information resources can either be..
characteristics of enterprise systems
CRM
7. Utilizes a large base of resources that allows organization to outlast competitors by practicing a differentiation strategy
characteristics of a business process
IT capability
three major categories of IT capabilities
unlimited resources model
8. Uses a large central computer that handles all the functionality of the system; common in legacy systems
mainframe architecture
layers of enterprise architecture
resource- based view vs. Porter's 5 Forces
TOGAF
9. Peer- to- peer
enterprise architecture
P2P
enterprise resource planning
Endpoint
10. The value of a network node to a person or organization in a network increases when others join the network
resource- based view vs. Porter's 5 Forces
network effects
P2P
SOA
11. Business strategy should not be affected because it is at a more abstract level
configurations for IT architecture
strategic alliance
P2P
when information strategy changes
12. Systems that handle automated processes within and across organizations
what enterprise systems replaced
business process management (BPM) systems
disadvantages of enterprise system
value net
13. Threat of new entrants - bargaining power of buyers - threat of substitute products or services - bargaining power of suppliers - rivalry among existing competitors
14. Negotiation - commitment - execution - assessment
15. Finance - operations - accounting - marketing - administration (functions or silos in a business)
All departments throughout a company
total quality management (TQM)
value chain framework
F.O.A.M.A.
16. Strategy where organization qualifies its product or service in a way that allows it to appear unique in the marketplace
enterprise resource planning
differentiation
three major categories of IT capabilities
shared services
17. Class of IT applications used to enable information flow within and between business processes
enterprise systems
relationship between coopetition and strategic alliance
client/server
strategy
18. Says competition stems from lowering the cost to perform activities and adding value so buyers will pay more
organizational change management
enterprise architecture
value chain framework
BPR
19. Holds that the timing of the use of specialized knowledge can create a differentiation advantage as long as the knowledge remains unique
managerial levers
shareholder value model
SOA
why enterprise systems tie a company to a vendor
20. Web- oriented architecture
WOA
resource- based view vs. Porter's 5 Forces
business strategy
unlimited resources model
21. ERP II makes information available to...
architecture
focus
service- oriented architecture
External stakeholders
22. ERPs make information available to...
All departments throughout a company
Porter's 5 Forces
Ring and Van de Ven's stages of a strategic alliance
middleware...
23. Awaking a sleeping giant - bad timing - poor implementation - failing to deliver what customers want - breaking the law
risks associated with using information systems to gain strategic advantage
enterprise resource planning
total quality management (TQM)
differentiation
24. 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
general process for developing is...
Ring and Van de Ven's stages of a strategic alliance
supply chain management (SCM)
mainframe architecture
25. Data in context (i.e. with relevance and purpose)
ERP
information
F.O.A.M.A.
alignment
26. Mainframe - client/server - SOA - P2P - WOA
unlimited resources model
halo effect
configurations for IT architecture
complementor
27. Ease of imitation - substitution - transfer
IT asset vs. capability
BPR
when business process management systems are most useful
factors influencing value sustainability
28. On a process flow diagram - a square represents a...
IT capability
information
Task
what ERPs help companies do
29. Software program that requests and receives data and instructions from another
client/server
shareholder value model
business process reengineering (BPR)
client
30. The open group architectural framework; designed to translate strategy into architecture and then into a detailed infrastructure using standardized Architecture Development Methodology
TOGAF
enterprise resource planning
value chain
architecture
31. 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.)
SOA
most widely used enterprise system
D'aveni's model
six sigma
32. Strategy where organization aims to be the lowest- cost producer in the marketplace
customer relationship management (CRM)
cost leadership
Ring and Van de Ven's stages of a strategic alliance
components of the high cost of enterprise systems
33. Includes organization's design and the choices it makes to define - set up - coordinate - and control its work processes
characteristics of a business process
organizational strategy
Decision
information resources
34. The plan an organization uses in providing information services
IS strategy
what ERPs help companies do
IT asset vs. capability
CRM
35. Company who offers a complementary product (e.g. milk complements cereal)
relationship between coopetition and strategic alliance
configurations for IT architecture
complementor
IS strategy triangle
36. Enterprise resource planning
ERP
Porter's 5 Forces
business process management (BPM) systems
what enterprise systems replaced
37. Enterprise systems usually require...
Long- term relationships with software vendors
most widely used enterprise system
External stakeholders
enterprise systems
38. Software used to connect processes in one or more computers across a network
value chain
middleware...
differentiation
Task
39. Coordinated set of actions to fulfill objectives - purposes - and goals
configurations for IT architecture
enterprise systems are useful for this sort of organizational structure
strategy
shared services
40. Interrelated set of activities and tasks that turns inputs into outputs
information resources
process
Long- term relationships with software vendors
ERP
41. Everything that supports the flow and processing of information in an organization - including hardware - software - data and network components
enterprise systems are useful for this sort of organizational structure
Information Systems (IS)
infrastructure
SCM
42. Integration - packages - best practices - some assembly required - evolving
characteristics of enterprise systems
cost leadership
what enterprise systems replaced
Porter's 5 Forces
43. Self- contained functional units
silos
why enterprise systems tie a company to a vendor
managerial levers
Porter's 5 Forces
44. Includes data - technology - people - and processes
information resources
business strategy
alignment
enterprise systems are useful for this sort of organizational structure
45. Inter- organizational relationship that affords one or more companies in the relationship a strategic advantage
strategic alliance
configurations for IT architecture
value net
IT asset vs. capability
46. Firms achieve competitive advantage through cost leadership - differentiation - or focus
47. 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
mainframe architecture
SOA
client/server
business process management (BPM) systems
48. Incremental way of transforming business processes
strategy
enterprise resource planning
total quality management (TQM)
most widely used enterprise system
49. Total quality management
process
ERP
network effects
TQM
50. Supply chain management
focus
differentiation
risks associated with using information systems to gain strategic advantage
SCM