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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. Integration - packages - best practices - some assembly required - evolving
business process reengineering (BPR)
characteristics of enterprise systems
BPR
information
2. Systems that handle automated processes within and across organizations
network effects
differentiation
value chain framework
business process management (BPM) systems
3. Peer- to- peer
P2P
what ERPs help companies do
organizational change management
IT asset
4. Awaking a sleeping giant - bad timing - poor implementation - failing to deliver what customers want - breaking the law
All departments throughout a company
TQM
risks associated with using information systems to gain strategic advantage
when information strategy changes
5. Centralization (because they focus on integration)
risks associated with using information systems to gain strategic advantage
enterprise systems are useful for this sort of organizational structure
Endpoint
why enterprise systems tie a company to a vendor
6. The situation in which a company's current and emerging business strategy is enabled - supported - and unconstrained by technology
characteristics of a business process
most widely used enterprise system
major disadvantage of an enterprise system
alignment
7. Organizational - control - and cultural variables used by decision makers to effect changes in their organization
customer relationship management (CRM)
managerial levers
SCM
resource- based view
8. Includes business - organizational - and information strategy; business strategy is at the top of the triangle because it guides the others
SOA
the business triangle
mainframe architecture
general process for developing is...
9. Enterprise systems
business process reengineering (BPR)
ES
resource- based view
competitive advantage
10. Company who offers a complementary product (e.g. milk complements cereal)
D'aveni's model
complementor
BPM
shared services
11. Something learned over time for the firm to create - produce - or offer its products
CRM
IT asset vs. capability
P2P
IT capability
12. 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
when information strategy changes
competitive advantage
processes vs. functions
when business strategy changes
13. 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
Porter's Generic Strategies Framework
IS strategy triangle
enterprise architecture
F.O.A.M.A.
14. Highlights how IS add value to the primary and support activities of a firm's internal operations - customers - and supply chain
difference between a process and a service
value chain
competitive advantage
Task
15. Data in context (i.e. with relevance and purpose)
D'aveni's model
service- oriented architecture
information
information resources can either be..
16. Strategy where organization aims to be the lowest- cost producer in the marketplace
two essential characteristics of a business process
P2P
network effects
cost leadership
17. Strategy where organization qualifies its product or service in a way that allows it to appear unique in the marketplace
differentiation
Service - process
halo effect
shared services
18. Business process management
BPM
ERP
cost leadership
total quality management (TQM)
19. Strategy where companies cooperate and compete at the same time with companies in its value net
co-oopetition
resource- based view
IS strategy triangle
Decision
20. The open group architectural framework; designed to translate strategy into architecture and then into a detailed infrastructure using standardized Architecture Development Methodology
network effects
TOGAF
when information strategy changes
layers of enterprise architecture
21. Class of IT applications used to enable information flow within and between business processes
the business triangle
IT capability
enterprise systems
mission
22. Infrastructure - information - applications - processes - strategy
SCM
mission
layers of enterprise architecture
service- oriented architecture
23. The value of a network node to a person or organization in a network increases when others join the network
architecture
network effects
middleware...
Information Systems (IS)
24. Includes data - technology - people - and processes
business process reengineering (BPR)
Porter's 5 Forces
risks associated with using information systems to gain strategic advantage
information resources
25. Service- oriented architecture
risks associated with using information systems to gain strategic advantage
SOA
Long- term relationships with software vendors
ES
26. Supply chain management
SCM
disadvantages of enterprise system
BPR
Information Systems (IS)
27. Hardware - software - professional services - internal staff costs
Ring and Van de Ven's stages of a strategic alliance
alignment
components of the high cost of enterprise systems
SCM
28. 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
D'aveni's model
client/server
What enterprise systems need to be integrated with
strategic alliance
29. Enterprise systems usually require...
Porter's Generic Strategies Framework
P2P
complementor
Long- term relationships with software vendors
30. Everything that supports the flow and processing of information in an organization - including hardware - software - data and network components
infrastructure
strategic alliance
co-oopetition
shareholder value model
31. Software systems developed in the mid-90s which were not integrated across organizations and could not interface well with each other
service- oriented architecture
SOA
when business process management systems are most useful
what enterprise systems replaced
32. An end user will usually notice a reduction in the performance of a ______ before a _______
business strategy
resource- based view vs. Porter's 5 Forces
when information strategy changes
Service - process
33. On a process flow diagram - a circle represents a...
Endpoint
architecture
processes vs. functions
WOA
34. The plan an organization uses in providing information services
major disadvantage of an enterprise system
client
IS strategy
customer relationship management (CRM)
35. Tries to minimize risks and maximize benefits of change in an organization
Endpoint
Information Systems (IS)
organizational change management
Ring and Van de Ven's stages of a strategic alliance
36. Ease of imitation - substitution - transfer
Decision
factors influencing value sustainability
organizational strategy
enterprise resource planning
37. Uses a large central computer that handles all the functionality of the system; common in legacy systems
Information Systems (IS)
Endpoint
mainframe architecture
client/server
38. Enterprise systems reflect industry best practices for generic business processes
best practices (characteristic of ES)
CRM
relationship between coopetition and strategic alliance
organizational change management
39. Allows functional areas of an organization to share information easily
value chain
major benefit of an enterprise system
business process management (BPM) systems
D'aveni's model
40. Technology - people - and processes that an organization uses to manage information
Long- term relationships with software vendors
Information Systems (IS)
best practices (characteristic of ES)
business process management (BPM) systems
41. Resource- based focuses on internal factors in an organization - focused on external factors in the industry
42. Strategy --> architecture --> infrastructure
IS strategy triangle
enterprise systems are useful for this sort of organizational structure
Service - process
general process for developing is...
43. Framework for understanding the design of an organization; links together business processes - values & beliefs - management control systems - and tasks & structures
business diamond
ES
process
supply chain management (SCM)
44. Strategy where organization limits its scope to a market segment and tailors its offerings to that group of customers using either cost or differentiation
total quality management (TQM)
focus
more specific sub- steps in process from strategy to architecture to infrastructure
IS strategy triangle
45. ERPs make information available to...
TQM
All departments throughout a company
External stakeholders
SOA
46. An IT capability makes it possible for the firm to use its IT assets effectively
business process management (BPM) systems
IT asset vs. capability
organizational strategy
enterprise systems
47. Interrelated set of activities and tasks that turns inputs into outputs
process
ES
IT asset vs. capability
middleware...
48. Comprehensive software packages that incorporate all modules needed to run the operations of a business
enterprise resource planning
shared services
characteristics of a business process
silos
49. Finance - operations - accounting - marketing - administration (functions or silos in a business)
F.O.A.M.A.
complementor
two essential characteristics of a business process
client
50. Maintains that competitive advantage comes from the information resources of the firm; resources enable a firm to attain and sustain competitive advantage
All departments throughout a company
hypercompetition
resource- based view
business strategy