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Test your basic knowledge |
Information Systems
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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. Activities designed to learn more about customers' needs and behaviors to develop stronger relationships with them and enhance their value chains
customer relationship management (CRM)
ES
the business triangle
processes vs. functions
2. Software program that requests and receives data and instructions from another
business process management (BPM) systems
client
information resources can either be..
network effects
3. Infrastructure - information - applications - processes - strategy
layers of enterprise architecture
organizational strategy
when information strategy changes
three major categories of IT capabilities
4. For changes in organizational structure - expensive - risky
Information Systems (IS)
disadvantages of enterprise system
difference between a process and a service
organizational change management
5. Resource- based focuses on internal factors in an organization - focused on external factors in the industry
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6. Finance - operations - accounting - marketing - administration (functions or silos in a business)
characteristics of enterprise systems
co-oopetition
F.O.A.M.A.
Porter's 5 Forces
7. Customer relationship management
when business strategy changes
characteristics of enterprise systems
what enterprise systems replaced
CRM
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
process
IS strategy triangle
TQM
service- oriented architecture
9. Technology - people - and processes that an organization uses to manage information
Information Systems (IS)
BPR
relationship between coopetition and strategic alliance
F.O.A.M.A.
10. Business strategy should not be affected because it is at a more abstract level
the business triangle
architecture
when information strategy changes
silos
11. Data in context (i.e. with relevance and purpose)
information
mainframe architecture
total quality management (TQM)
organizational strategy
12. Inter- organizational relationship that affords one or more companies in the relationship a strategic advantage
IS strategy
strategic alliance
what enterprise systems replaced
WOA
13. Maintains that competitive advantage comes from the information resources of the firm; resources enable a firm to attain and sustain competitive advantage
middleware...
Decision
resource- based view
six sigma
14. Fewer steps - fewer branches - fewer loops - and fewer decisions
information resources can either be..
more efficient processes have
Task
shared services
15. Manage fragmentation of information across an organization
IT capability
IS strategy triangle
silos
what ERPs help companies do
16. Company who offers a complementary product (e.g. milk complements cereal)
best practices (characteristic of ES)
supply chain management (SCM)
complementor
factors influencing value sustainability
17. Self- contained functional units
resource- based view vs. Porter's 5 Forces
relationship between coopetition and strategic alliance
silos
processes vs. functions
18. Organizations restructure common business processes to consolidate services like IT - human resources - finance
co-oopetition
ES
shared services
when business strategy changes
19. Assets or capabilities
customer relationship management (CRM)
Ring and Van de Ven's stages of a strategic alliance
information resources can either be..
SOA
20. 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
more specific sub- steps in process from strategy to architecture to infrastructure
alignment
supply chain management (SCM)
major disadvantage of an enterprise system
21. Supply chain management
SCM
IT asset vs. capability
All departments throughout a company
strategic alliance
22. Coordinated set of actions to fulfill objectives - purposes - and goals
enterprise resource planning
strategy
P2P
network effects
23. Holds that the timing of the use of specialized knowledge can create a differentiation advantage as long as the knowledge remains unique
All departments throughout a company
What enterprise systems need to be integrated with
shareholder value model
characteristics of enterprise systems
24. 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
IS strategy triangle
the business triangle
TQM
competitive advantage
25. Centralization (because they focus on integration)
ES
unlimited resources model
differentiation
enterprise systems are useful for this sort of organizational structure
26. The situation in which a company's current and emerging business strategy is enabled - supported - and unconstrained by technology
network effects
alignment
All departments throughout a company
enterprise systems are useful for this sort of organizational structure
27. The value of a network node to a person or organization in a network increases when others join the network
supply chain management (SCM)
network effects
Porter's Generic Strategies Framework
mission
28. Strategy where organization qualifies its product or service in a way that allows it to appear unique in the marketplace
differentiation
factors influencing value sustainability
client/server
why enterprise systems tie a company to a vendor
29. Ease of imitation - substitution - transfer
Long- term relationships with software vendors
factors influencing value sustainability
All departments throughout a company
Decision
30. Hardware - software - professional services - internal staff costs
IT capability
strategy
components of the high cost of enterprise systems
processes vs. functions
31. R/3 (made by SAP)
Endpoint
most widely used enterprise system
when information strategy changes
enterprise architecture
32. Everything that supports the flow and processing of information in an organization - including hardware - software - data and network components
information resources
why enterprise systems tie a company to a vendor
infrastructure
Task
33. Enterprise systems reflect industry best practices for generic business processes
co-oopetition
best practices (characteristic of ES)
components of the high cost of enterprise systems
network effects
34. Strategy where companies cooperate and compete at the same time with companies in its value net
co-oopetition
mainframe architecture
unlimited resources model
when business strategy changes
35. Web- oriented architecture
shared services
WOA
characteristics of a business process
Ring and Van de Ven's stages of a strategic alliance
36. Negotiation - commitment - execution - assessment
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37. Inputs/outputs - tasks - decisions - metrics - 'swim lanes'
P2P
characteristics of a business process
resource- based view vs. Porter's 5 Forces
Porter's Generic Strategies Framework
38. 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
enterprise architecture
Information Systems (IS)
halo effect
most widely used enterprise system
39. Plan of where a business seeks to go and how it plans to get there
business diamond
business strategy
P2P
difference between a process and a service
40. Enterprise systems usually require...
more specific sub- steps in process from strategy to architecture to infrastructure
Long- term relationships with software vendors
P2P
when business process management systems are most useful
41. Clear and compelling statement of organization's purpose and what makes it unique
client/server
mission
Service - process
All departments throughout a company
42. Inputs/outputs and tasks
BPR
information
two essential characteristics of a business process
focus
43. An end user will usually notice a reduction in the performance of a ______ before a _______
Porter's Generic Strategies Framework
risks associated with using information systems to gain strategic advantage
Long- term relationships with software vendors
Service - process
44. Speed and aggressive moves and coutermoves by a firm create competitive advantages
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45. Utilizes a large base of resources that allows organization to outlast competitors by practicing a differentiation strategy
strategic alliance
What enterprise systems need to be integrated with
unlimited resources model
best practices (characteristic of ES)
46. ERP II makes information available to...
information
managerial levers
External stakeholders
layers of enterprise architecture
47. Incremental way of transforming business processes
complementor
customer relationship management (CRM)
best practices (characteristic of ES)
total quality management (TQM)
48. On a process flow diagram - a square represents a...
configurations for IT architecture
Task
infrastructure
mainframe architecture
49. Framework for understanding the design of an organization; links together business processes - values & beliefs - management control systems - and tasks & structures
F.O.A.M.A.
ES
business diamond
managerial levers
50. Awaking a sleeping giant - bad timing - poor implementation - failing to deliver what customers want - breaking the law
Ring and Van de Ven's stages of a strategic alliance
risks associated with using information systems to gain strategic advantage
IT asset
information resources can either be..
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