BUS 365 Week 10 Quiz – Strayer
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Quiz 9 Chapter 12
IT Strategic Planning
Multiple Choice
1. Making IT investments on the basis of an
immediate need or threat are sometimes necessary. What can managers expect from
making investments in this way?
a) These are proactive approaches that will
maximize ROI.
b) These just-in-time approaches to
investments minimize long-term costs.
c) These are reactive approaches that can
result in incompatible, redundant, or failed systems.
d) These quick responses provide the best
defenses.
2. The alignment of IT with the business
strategy is dynamic and a(n) __________.
a) ongoing process
b) annual event
c) challenge for operations managers
d) decreasing in importance
3. Cloud computing and software-as-a-service
(SaaS) are forms of __________.
a) in-house development
b) offshoring
c) outsourcing
d) sourcing
4. Why did British-Swedish company
AstraZeneca undergo a major restructure from a traditional model to a
loosely-coupled business model?
a) Management forecasted a significant loss
in its sales revenues.
b) Management wanted to implement the latest
IT and social networks.
c) Competition in the pharmaceutical industry
was decreasing.
d) All of the above
5. Optimally, the __________ guides
investment decisions and decisions on how ISs will be developed, acquired,
and/or implemented.
a) network infrastructure
b) SWOT
c) level of IT expertise
d) IT strategy
6. Typically, ITs that provide competitive
advantages, or that contain proprietary or confidential data are developed and
maintained by __________.
a) consulting companies
b) the in-house IT function
c) a single vendor
d) multiple vendors
7. According to a survey of business leaders
by Diamond Management & Technology Consultants, 87 percent believe that IT
is critical to their companies' strategic success. In addition, the survey
reported that __________.
a) most business leaders work with IT to
achieve success
b) most IT staff are very involved in the process
of developing business strategy
c) only about one-third of business
executives responsible for strategy work closely with the IT department
d) IT projects are rarely abandoned
8. Which is not one of the reasons why an IT
project is discontinued or abandoned?
a) The project was under-budget
b) The business strategy changed
c) Technology changed
d) The project sponsors did not work well
together
9. An organization’s __________ define(s) why
it exists.
a) strategy
b) objectives
c) targets
d) mission statement
10. __________ are the desired levels of
performance.
a) Strategy
b) Objectives
c) Targets
d) Visions
11. An organization’s __________ are
action-oriented statements (e.g., achieve a ROI of at least 10 percent in 2014)
that define the continuous improvement activities that must be done to be
successful.
a) strategies
b) objectives
c) targets
d) mission statements
12. IT
governance is concerned with insuring that organizational investments in IT
__________.
a) support
operations
b)
provide sustainable competitive advantage
c)
deliver full value
d) are
audited quarterly
13. It
is the duty of the __________ to insure that information systems, technology,
and other critical activities are effectively governed.
a) IT
function
b) Board
of Directors (BOD)
c) end
users
d) HR
function
14. IT
governance covers each of the following areas except:
a)
inventory management
b)
resource management
c) risk
management
d)
strategy support
15. Characteristics
of resources that can help firms create a competitive advantage are all of the
following except:
a)
appropriability
b)
governance
c)
rarity
d) value
16. Why
is it insufficient to develop a long-term
IT strategy and not reexamine the strategy on a regular basis?
a)
Systems need to be maintained
b) To
keep the CIO part of the executive team
c)
Organizational goals change over time
d) To
automate business processes
17. The
__________ is a group of managers and staff representing various organizational
units that is set up to establish IT priorities and to ensure that the IS
department is meeting the needs of the enterprise.
a)
corporate steering committee
b) board
of directors
c)
executive suite
d) audit
team
18.
Based on case studies, the types of work that are not readily offshored include
the following:
a) Work
that has been routinized
b)
Business activities that rely on an common combination of specific application-domain knowledge
c)
Situations that would expose the client company to too much data security or
privacy risks
d) All
of the above
19. For
best results, an organization’s strategic
IT plan is based on __________.
a) IT
governance
b) cloud
computing
c) the
latest mobile technologies
d) the
strategic business plan
20. All
of the following are tools or methodologies that managers use for IT strategic
planning except:
a)
business service management
b)
business systems planning model
c)
balanced scorecard
d)
dashboards
21.
Business service management is an approach for linking __________ or metrics of
IT to business goals to determine the impact on the business.
a) key
performance indicators (KPIs)
b)
critical success factors (CSFs)
c)
scorecards
d)
financials
22. What
do managers use KPIs for?
a) To
measure real-time performance
b) To predict future results
c) To
measure results of past activity
d) All
of the above
23. __________
are the most essential things that
must go right, or be closely tracked, to ensure the organization's survival and
success.
a) Key
performance indicators (KPIs)
b)
Critical success factors (CSFs)
c)
Scorecards
d)
Financials
24.
Which is not one of the characteristics of critical success factors (CSFs)?
a)
Organizations in the same industry have the same CSFs.
b) The CSF approach was developed to help
identify the information needs of managers.
c) The
fundamental assumption is that in every organization there are three to six key
factors that, if done well, will result in the organization's success.
d) The
failure of these factors will result in some degree of failure at the
organization.
25.
__________ is used in planning situations that involve much uncertainty, like
that of IT in general and e-commerce
in particular.
a) Key
performance indicators (KPIs)
b)
Scenario planning
c)
Critical success factors (CSFs)
d)
Balanced scorecard
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