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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. Speed and aggressive moves and coutermoves by a firm create competitive advantages
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2. Processes make services possible; processes have inputs and outputs - while service is a cycle (ongoing)
What enterprise systems need to be integrated with
more specific sub- steps in process from strategy to architecture to infrastructure
IT capability
difference between a process and a service
3. 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)
characteristics of a business process
D'aveni's model
halo effect
general process for developing is...
4. 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
three major categories of IT capabilities
Endpoint
enterprise architecture
resource- based view
5. Ease of imitation - substitution - transfer
factors influencing value sustainability
six sigma
complementor
TQM
6. An organization's hardware - operating systems - databases - telecommunications - legacy systems
mainframe architecture
enterprise resource planning
What enterprise systems need to be integrated with
ERP
7. Infrastructure - information - applications - processes - strategy
layers of enterprise architecture
information resources can either be..
three major categories of IT capabilities
resource- based view vs. Porter's 5 Forces
8. Information and organizational strategy must also change
differentiation
unlimited resources model
D'aveni's model
when business strategy changes
9. ERP II makes information available to...
External stakeholders
process
SOA
business diamond
10. Comprehensive software packages that incorporate all modules needed to run the operations of a business
enterprise resource planning
when business process management systems are most useful
enterprise architecture
BPR
11. Business process re- engineering
D'aveni's model
BPR
why enterprise systems tie a company to a vendor
information
12. Strategy --> architecture --> infrastructure
business diamond
general process for developing is...
Decision
enterprise systems
13. Software systems developed in the mid-90s which were not integrated across organizations and could not interface well with each other
business strategy
value net
cost leadership
what enterprise systems replaced
14. Strategy where companies cooperate and compete at the same time with companies in its value net
mainframe architecture
what enterprise systems replaced
co-oopetition
process
15. Peer- to- peer
P2P
strategy
when business strategy changes
IS strategy triangle
16. Self- contained functional units
silos
cost leadership
BPR
Information Systems (IS)
17. Technology - people - and processes that an organization uses to manage information
strategic alliance
Information Systems (IS)
business strategy
What enterprise systems need to be integrated with
18. An end user will usually notice a reduction in the performance of a ______ before a _______
All departments throughout a company
Service - process
major benefit of an enterprise system
TQM
19. On a process flow diagram - a diamond represents a...
BPM
process
IT capability
Decision
20. Centralization (because they focus on integration)
enterprise systems are useful for this sort of organizational structure
characteristics of enterprise systems
business process management (BPM) systems
middleware...
21. R/3 (made by SAP)
when business process management systems are most useful
What enterprise systems need to be integrated with
network effects
most widely used enterprise system
22. Supply chain management
why enterprise systems tie a company to a vendor
SCM
when business process management systems are most useful
Porter's 5 Forces
23. Enterprise systems reflect industry best practices for generic business processes
TOGAF
best practices (characteristic of ES)
strategic alliance
differentiation
24. Suggests that speed and aggressiveness of the moves and countermoves create an environment in which advantages are rapidly created and eroded
hypercompetition
differentiation
value chain framework
Porter's 5 Forces
25. The plan an organization uses in providing information services
focus
factors influencing value sustainability
TOGAF
IS strategy
26. Strategy where organization limits its scope to a market segment and tailors its offerings to that group of customers using either cost or differentiation
supply chain management (SCM)
focus
organizational strategy
Service - process
27. Includes organization's design and the choices it makes to define - set up - coordinate - and control its work processes
SOA
best practices (characteristic of ES)
most widely used enterprise system
organizational strategy
28. Company who offers a complementary product (e.g. milk complements cereal)
major disadvantage of an enterprise system
halo effect
complementor
differentiation
29. Includes business - organizational - and information strategy; business strategy is at the top of the triangle because it guides the others
TQM
factors influencing value sustainability
the business triangle
what enterprise systems replaced
30. Everything that supports the flow and processing of information in an organization - including hardware - software - data and network components
Ring and Van de Ven's stages of a strategic alliance
SCM
Information Systems (IS)
infrastructure
31. Awaking a sleeping giant - bad timing - poor implementation - failing to deliver what customers want - breaking the law
silos
organizational change management
risks associated with using information systems to gain strategic advantage
middleware...
32. Data in context (i.e. with relevance and purpose)
cost leadership
information
enterprise systems
focus
33. Says competition stems from lowering the cost to perform activities and adding value so buyers will pay more
value chain framework
information
strategy
halo effect
34. 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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35. Coordinated set of actions to fulfill objectives - purposes - and goals
value chain
total quality management (TQM)
major benefit of an enterprise system
strategy
36. Because they are complex and usually need continual modification to meet the organizations needs
client
enterprise systems
why enterprise systems tie a company to a vendor
general process for developing is...
37. Systems that handle automated processes within and across organizations
mainframe architecture
SCM
silos
business process management (BPM) systems
38. Strategy where organization aims to be the lowest- cost producer in the marketplace
cost leadership
client/server
halo effect
more efficient processes have
39. Radical way of transforming business processes
total quality management (TQM)
P2P
business process reengineering (BPR)
client
40. Enterprise resource planning
business process management (BPM) systems
ERP
D'aveni's model
information resources
41. Organizational - control - and cultural variables used by decision makers to effect changes in their organization
managerial levers
resource- based view
network effects
IT capability
42. When all the activities are in a predetermined order (not when steps vary in a process)
strategic alliance
enterprise architecture
differentiation
when business process management systems are most useful
43. Relates business strategy with IS and organizational strategy; business strategy at the top - organizational and information strategy at the base
IS strategy triangle
organizational change management
information resources can either be..
silos
44. Negotiation - commitment - execution - assessment
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45. The value of a network node to a person or organization in a network increases when others join the network
TOGAF
network effects
most widely used enterprise system
information resources
46. Assets or capabilities
most widely used enterprise system
best practices (characteristic of ES)
IS strategy
information resources can either be..
47. On a process flow diagram - a circle represents a...
characteristics of enterprise systems
alignment
business process reengineering (BPR)
Endpoint
48. Can have coopetition w/o strategic alliance - can have strategic alliance w/o coopetition
disadvantages of enterprise system
relationship between coopetition and strategic alliance
Porter's Generic Strategies Framework
D'aveni's model
49. Resource- based focuses on internal factors in an organization - focused on external factors in the industry
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50. Business process management
Information Systems (IS)
BPM
characteristics of enterprise systems
why enterprise systems tie a company to a vendor
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