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Test your basic knowledge |
Information Systems
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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. Organizational - control - and cultural variables used by decision makers to effect changes in their organization
managerial levers
TOGAF
architecture
D'aveni's model
2. Fewer steps - fewer branches - fewer loops - and fewer decisions
complementor
more efficient processes have
F.O.A.M.A.
business process management (BPM) systems
3. Organizations restructure common business processes to consolidate services like IT - human resources - finance
shared services
value net
characteristics of enterprise systems
customer relationship management (CRM)
4. Processes make services possible; processes have inputs and outputs - while service is a cycle (ongoing)
difference between a process and a service
characteristics of a business process
F.O.A.M.A.
total quality management (TQM)
5. Strategy where organization qualifies its product or service in a way that allows it to appear unique in the marketplace
differentiation
strategy
organizational change management
what ERPs help companies do
6. Mainframe - client/server - SOA - P2P - WOA
configurations for IT architecture
risks associated with using information systems to gain strategic advantage
middleware...
general process for developing is...
7. Self- contained functional units
silos
resource- based view
Porter's 5 Forces
resource- based view vs. Porter's 5 Forces
8. On a process flow diagram - a diamond represents a...
Decision
process
competitive advantage
WOA
9. 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
Long- term relationships with software vendors
processes vs. functions
enterprise architecture
major benefit of an enterprise system
10. Ease of imitation - substitution - transfer
value chain
factors influencing value sustainability
the business triangle
All departments throughout a company
11. Class of IT applications used to enable information flow within and between business processes
TQM
focus
what enterprise systems replaced
enterprise systems
12. Inputs/outputs - tasks - decisions - metrics - 'swim lanes'
F.O.A.M.A.
characteristics of a business process
cost leadership
complementor
13. Interrelated set of activities and tasks that turns inputs into outputs
IS strategy triangle
general process for developing is...
What enterprise systems need to be integrated with
process
14. Everything that supports the flow and processing of information in an organization - including hardware - software - data and network components
SOA
infrastructure
managerial levers
supply chain management (SCM)
15. Strategy where organization limits its scope to a market segment and tailors its offerings to that group of customers using either cost or differentiation
WOA
focus
infrastructure
All departments throughout a company
16. Includes data - technology - people - and processes
supply chain management (SCM)
process
information resources
value net
17. Technology - people - and processes that an organization uses to manage information
factors influencing value sustainability
Decision
Information Systems (IS)
BPR
18. ERPs make information available to...
most widely used enterprise system
All departments throughout a company
External stakeholders
mainframe architecture
19. Systems that handle automated processes within and across organizations
business process management (BPM) systems
WOA
value chain framework
configurations for IT architecture
20. The situation in which a company's current and emerging business strategy is enabled - supported - and unconstrained by technology
mission
hypercompetition
CRM
alignment
21. Strategy to goals to business requirements to architecture requirements to architecture to functional specifications to infrastructure specifications (hardware - software - data...)
shareholder value model
more specific sub- steps in process from strategy to architecture to infrastructure
BPR
hypercompetition
22. Includes business - organizational - and information strategy; business strategy is at the top of the triangle because it guides the others
information
the business triangle
strategic alliance
organizational strategy
23. Finance - operations - accounting - marketing - administration (functions or silos in a business)
CRM
F.O.A.M.A.
layers of enterprise architecture
six sigma
24. 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
client/server
SOA
IS strategy
What enterprise systems need to be integrated with
25. The value of a network node to a person or organization in a network increases when others join the network
enterprise architecture
information resources can either be..
Porter's 5 Forces
network effects
26. Tries to minimize risks and maximize benefits of change in an organization
focus
Porter's 5 Forces
organizational change management
Decision
27. Strategy where companies cooperate and compete at the same time with companies in its value net
IT capability
halo effect
Endpoint
co-oopetition
28. Speed and aggressive moves and coutermoves by a firm create competitive advantages
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29. Business process management
hypercompetition
more specific sub- steps in process from strategy to architecture to infrastructure
architecture
BPM
30. On a process flow diagram - a square represents a...
strategic alliance
Task
Service - process
risks associated with using information systems to gain strategic advantage
31. Data in context (i.e. with relevance and purpose)
IS strategy triangle
factors influencing value sustainability
Long- term relationships with software vendors
information
32. 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)
TOGAF
shared services
competitive advantage
halo effect
33. Highlights how IS add value to the primary and support activities of a firm's internal operations - customers - and supply chain
three major categories of IT capabilities
value chain
process
alignment
34. Integration - packages - best practices - some assembly required - evolving
enterprise systems are useful for this sort of organizational structure
characteristics of enterprise systems
Task
D'aveni's model
35. Peer- to- peer
P2P
client
enterprise resource planning
organizational strategy
36. 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
shareholder value model
supply chain management (SCM)
most widely used enterprise system
business strategy
37. Utilizes a large base of resources that allows organization to outlast competitors by practicing a differentiation strategy
three major categories of IT capabilities
enterprise architecture
What enterprise systems need to be integrated with
unlimited resources model
38. R/3 (made by SAP)
managerial levers
what ERPs help companies do
most widely used enterprise system
hypercompetition
39. Translates strategy into infrastructure - creating plans for the implementation
Porter's 5 Forces
All departments throughout a company
architecture
Porter's Generic Strategies Framework
40. Enterprise resource planning
ERP
D'aveni's model
enterprise systems are useful for this sort of organizational structure
Decision
41. 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.)
six sigma
customer relationship management (CRM)
middleware...
P2P
42. Supply chain management
strategic alliance
six sigma
managerial levers
SCM
43. Centralization (because they focus on integration)
business process reengineering (BPR)
business process management (BPM) systems
enterprise systems are useful for this sort of organizational structure
Decision
44. Allows functional areas of an organization to share information easily
why enterprise systems tie a company to a vendor
ERP
difference between a process and a service
major benefit of an enterprise system
45. 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
competitive advantage
infrastructure
Information Systems (IS)
process
46. Something learned over time for the firm to create - produce - or offer its products
ERP
Task
client
IT capability
47. Enterprise systems reflect industry best practices for generic business processes
best practices (characteristic of ES)
External stakeholders
organizational strategy
cost leadership
48. Company who offers a complementary product (e.g. milk complements cereal)
value chain
complementor
what ERPs help companies do
components of the high cost of enterprise systems
49. Manage fragmentation of information across an organization
Service - process
what ERPs help companies do
enterprise resource planning
Decision
50. Negotiation - commitment - execution - assessment
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