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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
when business strategy changes
IT capability
differentiation
middleware...
2. Data in context (i.e. with relevance and purpose)
managerial levers
mission
information
unlimited resources model
3. Software systems developed in the mid-90s which were not integrated across organizations and could not interface well with each other
network effects
BPR
IT capability
what enterprise systems replaced
4. Software program that requests and receives data and instructions from another
client
Task
IT capability
competitive advantage
5. The plan an organization uses in providing information services
more specific sub- steps in process from strategy to architecture to infrastructure
IS strategy
client/server
enterprise systems are useful for this sort of organizational structure
6. R/3 (made by SAP)
P2P
information
TQM
most widely used enterprise system
7. 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
complementor
what enterprise systems replaced
TQM
8. Includes data - technology - people - and processes
mainframe architecture
information resources
relationship between coopetition and strategic alliance
major benefit of an enterprise system
9. Includes organization's design and the choices it makes to define - set up - coordinate - and control its work processes
network effects
organizational strategy
Long- term relationships with software vendors
risks associated with using information systems to gain strategic advantage
10. Plan of where a business seeks to go and how it plans to get there
managerial levers
IT asset
ES
business strategy
11. 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
co-oopetition
focus
information resources
12. Clear and compelling statement of organization's purpose and what makes it unique
BPR
mission
client
hypercompetition
13. Relates business strategy with IS and organizational strategy; business strategy at the top - organizational and information strategy at the base
architecture
two essential characteristics of a business process
IS strategy triangle
BPR
14. Allows functional areas of an organization to share information easily
total quality management (TQM)
supply chain management (SCM)
major benefit of an enterprise system
BPM
15. Strategy --> architecture --> infrastructure
general process for developing is...
resource- based view vs. Porter's 5 Forces
most widely used enterprise system
layers of enterprise architecture
16. Comprehensive software packages that incorporate all modules needed to run the operations of a business
enterprise resource planning
processes vs. functions
service- oriented architecture
characteristics of a business process
17. Strategy where organization aims to be the lowest- cost producer in the marketplace
cost leadership
when business process management systems are most useful
differentiation
more efficient processes have
18. Suggests that speed and aggressiveness of the moves and countermoves create an environment in which advantages are rapidly created and eroded
shareholder value model
hypercompetition
layers of enterprise architecture
WOA
19. Coordinated set of actions to fulfill objectives - purposes - and goals
Task
strategy
silos
when information strategy changes
20. Enterprise resource planning
ERP
when business strategy changes
relationship between coopetition and strategic alliance
when business process management systems are most useful
21. 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
Endpoint
Porter's 5 Forces
mainframe architecture
supply chain management (SCM)
22. Inputs/outputs - tasks - decisions - metrics - 'swim lanes'
characteristics of a business process
enterprise resource planning
CRM
alignment
23. Radical way of transforming business processes
business process reengineering (BPR)
information
supply chain management (SCM)
CRM
24. Enterprise systems reflect industry best practices for generic business processes
External stakeholders
Porter's 5 Forces
business process reengineering (BPR)
best practices (characteristic of ES)
25. Assets or capabilities
information resources can either be..
major benefit of an enterprise system
TQM
disadvantages of enterprise system
26. 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
components of the high cost of enterprise systems
supply chain management (SCM)
client/server
three major categories of IT capabilities
27. On a process flow diagram - a circle represents a...
when business strategy changes
Endpoint
risks associated with using information systems to gain strategic advantage
business diamond
28. An IT capability makes it possible for the firm to use its IT assets effectively
competitive advantage
mission
information
IT asset vs. capability
29. Highlights how IS add value to the primary and support activities of a firm's internal operations - customers - and supply chain
value chain
configurations for IT architecture
External stakeholders
ERP
30. Enterprise systems
organizational strategy
value chain framework
ES
BPR
31. Hardware - software - professional services - internal staff costs
general process for developing is...
components of the high cost of enterprise systems
resource- based view
halo effect
32. Resource- based focuses on internal factors in an organization - focused on external factors in the industry
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33. Inter- organizational relationship that affords one or more companies in the relationship a strategic advantage
differentiation
network effects
strategic alliance
value chain framework
34. Holds that the timing of the use of specialized knowledge can create a differentiation advantage as long as the knowledge remains unique
shareholder value model
strategy
what ERPs help companies do
organizational strategy
35. Inputs/outputs and tasks
characteristics of a business process
two essential characteristics of a business process
Service - process
Information Systems (IS)
36. 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)
mainframe architecture
characteristics of enterprise systems
complementor
halo effect
37. Technology - people - and processes that an organization uses to manage information
IS strategy triangle
Information Systems (IS)
What enterprise systems need to be integrated with
most widely used enterprise system
38. 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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39. Finance - operations - accounting - marketing - administration (functions or silos in a business)
managerial levers
best practices (characteristic of ES)
client
F.O.A.M.A.
40. Ease of imitation - substitution - transfer
factors influencing value sustainability
difference between a process and a service
value net
most widely used enterprise system
41. On a process flow diagram - a square represents a...
Task
enterprise systems
D'aveni's model
Porter's 5 Forces
42. Web- oriented architecture
cost leadership
hypercompetition
WOA
client/server
43. Supply chain management
BPR
SCM
IT capability
strategic alliance
44. The open group architectural framework; designed to translate strategy into architecture and then into a detailed infrastructure using standardized Architecture Development Methodology
TOGAF
customer relationship management (CRM)
best practices (characteristic of ES)
total quality management (TQM)
45. Strategy where companies cooperate and compete at the same time with companies in its value net
total quality management (TQM)
co-oopetition
value chain
All departments throughout a company
46. 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
P2P
competitive advantage
SOA
47. Organizations restructure common business processes to consolidate services like IT - human resources - finance
All departments throughout a company
network effects
hypercompetition
shared services
48. Interrelated set of activities and tasks that turns inputs into outputs
process
BPM
major benefit of an enterprise system
managerial levers
49. Negotiation - commitment - execution - assessment
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50. Manage fragmentation of information across an organization
when information strategy changes
strategy
what ERPs help companies do
most widely used enterprise system