11 Key
1.
(p. 448)
Team planning sessions frequently include answering strategic advantage questions.
2.
(p. 451)
In a planning context, a virtual world is a microcosm of the real world.
3.
(p. 451)
Creating a role-playing exercise to be used in supervisory training is not the same as creating
a microworld.
4.
(p. 452)
According to the text case, there are two basic types of IT risks.
5.
(p. 453)
A weakness is the potential for business and market losses posed by the actions of
competitors and other competitive forces.
6.
(p. 453)
A threat is the potential for business and market losses posed by the actions of competitors
and other competitive forces.
7.
(p. 453)
An opportunity is the potential for new business markets or innovative breakthroughs that
might expand present markets.
8.
(p. 453)
A strength is the potential for new business markets or innovative breakthroughs that might
expand present markets.
9.
(p. 455)
A good business model is essential for a new venture, but is seldom necessary for established
businesses.
10.
(p. 457)
The business/IT planning process focuses on discovering innovative approaches to satisfying
a company’s customer value and business value goals.
11.
(p. 457)
Either the CEO or the CIO of a company must manage the development of complementary
business and IT strategies in order meet its customer value and business value vision.
12.
(p. 457–
458)
The technology architecture component of the business/IT planning process involves
developing business strategies that support a company’s business vision, such as using
information technology to create innovative e-business systems that focus on customer and
business value.
13.
(p. 457–
458)
The strategic development component of the business/IT planning process involves
developing business strategies that support a company’s business vision, such as using
information technology to create innovative e-business systems that focus on customer and
business value.
14.
(p. 457–
458)
The resource management component of the business/IT planning process involves
developing business strategies that support a company’s business vision, such as using
information technology to create innovative e-business systems that focus on customer and
business value.
15.
(p. 458)
A technology platform should include support for developing and maintaining inter-enterprise
supply chain applications, integrated enterprise resource planning, and customer relationship
management applications.
16.
(p. 458)
An applications architecture should include support for developing and maintaining inter–
enterprise supply chain applications, integrated enterprise resource planning, and customer
relationship management applications.
17.
(p. 458)
An IT organization should include support for developing and maintaining inter-enterprise
supply chain applications, integrated enterprise resource planning, and customer relationship
management applications.
18.
(p. 459)
It is common for the current market value of an organization to exceed the market value of its
assets.
19.
(p. 461–
462)
The business case for investing in proposed e-business development projects is evaluated by
company executives and business unit managers based on the strategic business priorities
that they decide are most desirable or necessary at that point in time.
20.
(p. 493)
According to the text case, most CIOs find that putting together a strategic IT plan is a very
simplistic process as it is based on the firm’s overall strategic plan.
21.
(p. 463)
The business/IT planning process is rapidly losing favor with today’s modern businesses.
22.
(p. 463)
E-business architecture planning links strategy development to business modeling and
component development methodologies in order to produce the strategic e-business
applications needed by a company.
23.
(p. 464)
Because senior management at many companies consistently identify e-business as an area
of great opportunity, and one in which the company needs stronger capabilities, planning
works really well, as does converting such strategy into action.
24.
(p. 464)
Moving to an e-business environment involves a lot of procedural changes, but no major
organizational change.
25.
(p. 464)
Implementing new e-business strategies and applications is only the latest catalyst for major
organizational changes; many large, global companies have undergone multiple major
organizational changes since the 1980s.
26.
(p. 464)
Any new way of doing things will generate some resistance from the people affected.
27.
(p. 468)
One of the keys to solving the problem of end user resistance to new information technologies
is keeping them isolated from the process until the technology is ready to go live.
28.
(p. 468)
Systems that tend to inconvenience or frustrate users cannot be effective, no matter how
technically elegant they are or how efficiently they process data.
29.
(p. 468)
Cost is the smallest obstacle to implementation of a knowledge management application.
30.
(p. 470)
People factors have the highest level of difficulty and take the longest time to resolve of any
dimension of change management.
31.
(p. 471)
Many change management models include methods for performance measurement and
financial incentives to get employees and stakeholders to cooperate with the changes that
may be required.
32.
(p. 472)
According to the text, creating leadership resolve is part of the build commitment process of
change management.
33.
(p. 495)
According to the text case, senior managers finally realized that IT personnel often have a
more comprehensive view of the organization than many functional or divisional heads who
are largely concerned with their own areas.
34.
(p. 448)
_______________ planning involves the setting of objectives and the development of
procedures, rules, schedules, and budgets.
35.
(p. 448)
_______________ planning is done on a short-term basis to implement and control day–to–day
operations.
36.
(p. 451)
All of the following are examples of questions that would be asked when establishing an
“understanding the customer” strategic vision except:
37.
(p. 451)
Which of the following is an example of questions that would be asked when establishing a
“customer value” strategic vision?
38.
(p. 451)
All of the following are examples of questions that would be asked when establishing a
“competition” strategic vision except:
39.
(p. 451)
Which of the following is a question that would be asked when establishing a “value chain”
strategic vision?
40.
(p. 452)
A demand for better and more convenient solutions is a _______________ trend that is
shaping strategic business/IT planning.
41.
(p. 452)
A situation where previously regulated markets are opening is a _______________ trend that
is shaping strategic business/IT planning.
42.
(p. 452)
Outsourcing, growth, and customer orientation are _______________ trends that are shaping
strategic business/IT planning.
43.
(p. 452)
Technology convergence, increasing information content, and e-commerce are
_______________ trends that are shaping strategic business/IT planning.
44.
(p. 453)
All of the following are considered competitive forces except:
45.
(p. 453)
All of the following are considered competitive strategies except:
46.
(p. 453)
_______________ are areas of substandard business performance compared to others in the
industry or market segments.
47.
(p. 453)
_______________ are the potential for new business markets or innovative breakthroughs
that might expand present markets.
48.
(p. 453)
_______________ are the potential for business and market losses posed by competitors,
competitive forces, government, or disruptive technologies.
49.
(p. 453)
_______________ are core competencies and resources where a firm is a market or industry
leader.
50.
(p. 456)
Offering customers something distinctive or at a lower cost than competitors is a component of
the _______________ business model.
51.
(p. 456)
Which of the following questions best represents the sustainability component of a business
model?
52.
(p. 456)
The question “How many new activities must be performed as a result of the Internet?” best
represents the _______________ component of e-business models.
53.
(p. 452)
According to the text case, which of the following is not an IT risk?
54.
(p. 457–
458)
The _______________ component of the business/IT planning process involves making
strategic IT choices that reflect an information technology architecture designed to support a
company’s e-business and other business/IT initiatives.
55.
(p. 457–
458)
The _______________ component of the business/IT planning process involves developing
strategic plans for managing or outsourcing a company’s IT resources.
56.
(p. 457–
458)
The _______________ component of the business/IT planning process involves developing
business strategies that support a company’s business vision, using IT to create innovative e–
business systems focusing on customer and business value.
57.
(p. 458)
The _______________ component of the information technology architecture includes the
networks, computer systems, system software, and integrated enterprise application software
that provide the computing and communications platform supporting the strategic use of
information technology.
58.
(p. 458)
The _______________ component of the information technology architecture includes the
many operational and specialized databases that store and provide data and information for
business process and decision support.
59.
(p. 458)
The _______________ component of the information technology architecture includes
business applications designed as an integrated architecture of enterprise systems that
support strategic business initiatives.
60.
(p. 458)
The _______________ component of the information technology architecture includes the
organizational structure of the IS function within a company and the distribution of IS
specialists, designed to meet the changing strategies of a business.
61.
(p. 459)
Having a _______________ perspective means measuring financial performance, such as
number of debtors, cash flow, or return on investment.