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Quiz 10 Chapter 13 and 14
Business Process Management and
Systems Development
Multiple
Choice
1.
__________ are the building blocks of each functional area, e.g., accounts
receivable (A/R) and accounts payable (A/P)
a) IT
procedures
b)
Business processes
c)
Business strategies
d)
Competitive forces
3
2.
__________ is a technology approach to implementing a business process, but
it’s only part of the technology required to implement business processes.
a) MIS
b) BPM
c) SaaS
d) SOA
3
3.
Microsoft International’s lack of standardized business processes and process
documentation had a number of adverse impacts on the HR team. Which is not one
of those adverse impacts?
a)
Decrease in errors by new hires
b)
Increased the time and cost to train new employees
c)
Limited ability to review their business processes
d)
Decreased business process efficiency
4. Which
is not one of the benefits that Microsoft International achieved through the
use of Visio and business process modeling?
a)
Significant savings in labor hours through increased process efficiency
b)
Decrease in the training time of newly hired employees
c)
Improved decision making through visual process analysis
d)
Improved relationships with supply chain partners
5. When
you break it down, you see that a business
process is actually __________.
a) a
project of known scope with an assigned budget
b) a
loosely defined approach to solving an unstructured problem
c) a
series of individual tasks executed in a specific order
d)
clearly defined and automated by software
6. A
process has inputs and outputs that are __________, which is necessary so it
can be managed.
a)
qualitative
b)
measurable
c)
visual
d)
summary metrics
7.
Business processes integrate __________.
a)
software and hardware
b) ISs
and people
c) data
and models
d)
dashboards and scoreboards
8. The
__________ spec, also called the technical
spec, is important to managers because it identifies how the business
process will be implemented in as much detail as possible.
a)
evaluation
b)
implementation
c)
project
d)
design
9.
During the implementation stage, __________ tests are critical because they
determine whether the process is designed well from users’ perspective.
a) user
acceptance
b)
functional acceptance
c)
system acceptance
d)
integration
10. A(n)
__________ is a set of technologies used for exchanging data between
applications and for connecting processes with other systems across the
organization, and with business partners.
a) ERP
b)
mashup
c) SOA
d) Web
service
11.
During the implementation stage, __________ tests are critical because that is
when analysts test whether the process performs its functions.
a) user
acceptance
b)
functional acceptance
c)
system acceptance
d) technical
acceptance
12.
During the implementation stage, __________ tests are conducted by technical
experts who attest that the process is integrated correctly with inputs and
outputs of other processes and data sources and data stores
a) user
acceptance
b)
functional acceptance
c)
system acceptance
d)
integration acceptance
13. In
the short term, business process management (BPM) helps companies __________.
a)
improve profitability by reducing waste and costs
b)
become more responsive to business changes
c)
increase sales revenues and profit margins
d) all
of the above
14. In
the long term, business process management (BPM) helps companies __________.
a)
improve profitability by reducing waste and costs
b)
become more responsive to business changes
c)
increase sales revenues and profit margins
d) all
of the above
15.
After decades of business process reengineering attempts, organizations still
have problems with their business operations. What are those problems?
a) They duplicate
processes
b) They
perform hundreds of non-core
tasks that should be outsourced
c) They
spend vast amounts on proprietary process-management
software that's difficult to update
d) All
of the above
16.
British Telecom, United Airlines, and other companies that focused their BPM
initiatives on process automation and cost savings had achieved significant
operational efficiencies __________.
a) and
higher market share
b) but
lost their competitive edge and fell short of their performance targets
c) but
only for a short time as competitors copied their efforts
d)
because they were linked to their business strategies.
17.
Changes to business apps that were needed prior to year 2000 were tedious and
time-consuming because they were tightly coupled programs written in
__________.
a) COBOL
b) Java
c) Visio
d) Flash
18.
__________ components have minimal dependence on each other, which simplifies
testing, maintenance and troubleshooting because problems are easy to isolate
and unlikely to spread.
a)
Tightly coupled
b)
Hardwired
c)
Loosely connected
d) COBOL
19. The
advantage of the __________ is that any
tier can be upgraded or replaced independently as business requirements or
technology change.
a)
tightly coupled architecture
b)
middleware and graphical user-interface
c)
three-tier software architecture
d)
four-module tiered architecture
20. What
was the underlying reason for the failure of the 2010 U.S. Census Bureau’s
Handheld Project?
a)
Failure of top management in the bureau to assess and mitigate risks of such a
major project
b)
Technical and database failures
c) Poor
project management approach
d)
Insufficient training of the census takers on how to use the handheld devices
21.
Options for the acquisition of complex IT applications are all of the following
except:
a) Built
in-house
b)
Custom-made by a vendor
c)
Leased from an application service provider (ASP)
d)
Out-of-the-box
22. For
in-house development, the __________ option should be considered only for
specialized IT apps for which components are not available because this option
is expensive and slow.
a) build from components
b) build from scratch
c) integrating applications
d) prototyping
23. End-user development has risks and
limitations, which include each of the following except:
a) End
users may not be skilled enough in computers, so quality and cost may be
jeopardized.
b) End
users may not take time to document their work
c) End
users may neglect proper security measures.
d) There
may be an endless loop of prototype revisions.
24.
Projects are managed by managing the triple constraints. Which is not one of
those constraints?
a)
approval
b) scope
c) time
d)
budget
25. A
project plan is specified in a __________.
a)
resource pool
b) Gantt
chart
c) work
breakdown structure (WBS)
d)
critical path
26.
Project managers need to recognize the risk of __________, which is the piling
up of small changes that by themselves are manageable, but collectively can
cause significant project growth.
a) over
allocation
b)
critical path
c)
triple constraints
d) scope
creep
27.
Project management includes three basic operations. Which is not one of those
operations?
a)
planning
b)
budgeting
c)
organizing
d)
controlling
28.
Project managers must manage the __________, which consists of tasks that must
start and finish on schedule or the project will be delayed unless corrective
action is taken.
a) over
allocation
b)
critical path
c)
triple constraints
d) scope
creep
29. The
success of a project manager depends on all of the following except:
a) use
of the critical path method and Gantt charts
b)
clear, open, and timely communication
c)
accurate, timely, and complete information
d)
commitment from team members
30. The
__________ is the traditional systems development method used by organizations
for large IT projects such as IT infrastructure.
a)
prototyping method
b) systems development life cycle (SDLC)
c)
critical path method
d)
sourcing method
31.
Systems development involves __________, which is the revising of results of
any development process when new information makes revision the smart thing to
do.
a) iteration
b) scope
creep
c)
constraints
d)
prototyping
32. The
first stage of the SDLC is __________ to understand the business problem or
opportunity.
a)
systems analysis
b)
systems investigation
c)
prototyping
d)
systems design
33.
During the systems investigation stage, __________ studies are done to
determine if the hardware, software, and communications components can be
developed and/or acquired to solve the business problem.
a)
economic feasibility
b)
technical feasibility
c) ROI
d) NPV
34.
During the systems investigation stage, __________ studies are done to assess
the skills and the training needed to use the new IS.
a)
economic feasibility
b)
technical feasibility
c)
organizational feasibility
d)
behavioral feasibility
35.
Covert resistance to a new IS from employees may take the form of __________.
a)
sabotaging the new system by entering data incorrectly
b)
continuing to do their jobs using their old methods
c)
complaining about the new system for extended time
d) All
of the above
36.
__________ specifications include the design of outputs, inputs, processing,
databases, telecommunications, controls, security, and IS jobs.
a)
Physical design
b)
Logical design
c)
End-user
d)
Systems analysis
37. When
the system’s logical and physical designs specifications are agreed upon and
approved by all participants, they __________.
a)
should not be changed
b)
should be flexible to changes
c) are
used to develop the prototype
d)
determine the budget and timeline for development
38. To
add rigor to the programming process, programmers use __________ that improve
the flow of the program by decomposing the computer code into modules.
a) GOTO
statements
b)
flowcharts
c)
structured programming techniques
d) All
of the above
39.
Which is not a characteristic of program testing?
a)
Testing verifies that computer code works correctly under various conditions.
b) Syntax errors are easier to find than
logic errors because they prevent the program from running.
c) Logic errors are difficult to detect
because they permit the program to run but result in incorrect output.
d)
Proper testing can be done quickly and with little effort.
40.
__________ conversion is the least expensive and highest risk IS conversion
strategy because the old system is cut off and the new system is turned on at a
certain point in time.
a)
Parallel
b)
Direct
c) Pilot
d)
Phased
True/False
41. A business process, such as the credit
approval process, accomplishes or produces something of value to the
organization.
42. In
order to manage a process, the process needs to have outputs that are
measurable.
43.
Process design is typically mapped and documented using a modeling tool, such
as Microsoft Excel.
44. Not
only is the development of the process important, the testing is equally as
critical.
45. The
BPM approach has its roots in just-in-time (JIT), which is the radical redesign
of an organization's business processes.
46. The
BPR and JIT approaches were both based on assumptions. And if those assumptions
are not met, then they will fail to achieve the great expected results.
47. Many
JIT implementations in the U.S. actually increased inventory costs because JIT
is based on the assumption that warehousing costs are extremely high, as they
were in Japan where JIT was initiated by Toyota.
48. When
applying business process reengineering
(BPR), managers first attempt to automate or semi-automate an
organization's business processes.
49. An
advantage of JIT is that it significantly decreases transportation and ordering
costs.
50. In
the 1990s, most organizations failed to achieve fundamental business process
improvements because they attended a BPR seminar and then made mistakes in the
implementation.
51.
After decades of reengineering attempts, organizations no longer duplicate
processes or perform non-core
tasks that should be outsourced.
52. If
organizations focus exclusively on automation and cost savings, they might
achieve significant operational efficiencies but lose their competitive edge.
53. SOA
is a confusing concept, even for practitioners, because SOA is mistakenly
described like BPM or the definition is incomprehensible.
54. . An
important aspect of SOA is the separation of the service interface (the what)
from its implementation (the how).
55. SOA
and BPM both focus on creating a more flexible IT architecture and optimizing
the way actual work gets done.
56. Web
services can connect processes with other systems across the organization, and
with business partners. The resulting
integrated BPM systems are BPM mashups.
57. The
goal of loose coupling of apps is to reduce dependencies between systems to
improve flexibility and agility.
58.
Project resources must be managed according to the Gantt chart.
59. The SDLC
is a structured framework that consists of sequential processes by which
information systems are developed.
60. For many organizations, custom software
is more expensive than packaged applications. However, if a package does not
closely fit the company‘s needs, the savings are often diluted when the
information systems staff or consultants must extend the functionality of the
purchased packages.
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