Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Information systems > All > Flashcards

All Flashcards

1
Q

Anthony’s model

A

Mixes:

  • Functional view in terms of business funtions
  • Organizational view in terms of hierarchical levels
  • At each intersection different IS functions are needed
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Business logic

A

Business rule encoded in computer language

  • – In a 3 tiers architecture a business rule typically is encoded in application tier
  • But can also be encoded in presentation layer or data layer (db triggers)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Definition of Business process

A

Set of activities

  • (executed in some parallel or sequential order)
  • performed by an organization,
  • to deliver a service /product
  • With defined inputs/outputs (information and things)

Activity: time spent by one or morepeople to do a task

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

ERP, main aspects

A

Enterprise resource planning

Features:

  • Data sharing: modules have access to same data, avoiding replication
  • Prescriptivity: Same modules are sold to different companies
  • Modularity: modules are added to integrate features, good to reduce costs and spread them over time.

Data sharing avoids the chaos of legacy islands where data is inconsistent and lost.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Business rules

A

Statement that constrains some aspect of the business

  • Can only be true or false
  • Can apply to people, processes, IS
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Definition of Application Portfolio

A

Set of applications used by an organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Cobit: Control loop

A
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Control loop model

A

It focus on the context and theenvironment. The organization is influenced by five actors: customers, suppliers, regulatory agency, stockholders and competitors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

COBIT

A

Control Objectives for information and related technology.

It was introduced to enumerate the IT area processes. Used to verify if IT processes are well governed.

Can be seen as a cube:

  • Dimension 1: IT resourced, all assets involved in the company
  • Dimension 2: IT processes, all processes that can be found in a company. These processes can be grouped in 4 categories:
    • Monitoring ->
    • Plan and Organize ->
    • Acquire and Implement ->
    • Delivery and Support.
  • Dimension 3: Information criteria, how to evaluate processes (efficiency, reliability, defectiveness, security, compliance, …)

The model is used through a table having processes on rows and resources/criteria on columns.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Definition of Information System (IS)

A

System to store and process information used by organizations (paper, people, computesr, software) CBIS: Computer based system to store and process information used by organizations. CBIS: subset of ISs. IS – Definition, Laudon: Interrelated components working together to collect, process, store, and disseminate Information to support: decision making, coordination, control, analysis, and visualization in an organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

ERP, pros and cons

A

Pros:

  • Modules should be tested and robust
  • No need to buy specialised software for certain tasks
  • Faster, no development time, only installation and training
  • Support is guaranteed and should be efficient

Cons:

  • The same tech is used in several different company, this should be avoided if a company wants to retain internal know-how
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

UML Deployment diagram

A
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

BMRS

A

A Business Rules Management System (BRMS) is a software system that can be used to define, deploy, execute and monitor business rules.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Manufacturing: Value Chain

A

The value of a product is how much the customer is willing to pay for it.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Outsourcing axes

A
  • Activity/service: which parts of the company can I outsource? (IT infrastructure, Apps, Business processes)
  • Unicity: Dedicated (only for few customers and customized) or Shared (many customers use the same service)
  • Location: On-site (inside the company), Off-site, Near-shore (outside the company but in the same contry/continent), Off-shore (outside company, outside contry/continent)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Managerial processes pyramid

A
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Ways the IT Area can be placed inside a company.

A
  • At the same level of Marketing, Manufacturing, HR, Accounting (line function)
  • Detached from the main department of the company, acts as a support area of direction: staff function
  • Sub-area of a main one, like a sub-branch of accounting.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Centralized (line and staff function) vs Distributed IT (sub-line function)

A

Centralized:

Pros:

  • Data sharing
  • Uniformity of applicaitons and format

Cons:

  • Could be hard to reach by other areas in case of problems (bureaucracy)

Distributed:

Pros:

  • Easier to reach by a certain area, because IT is part of that area itself

Cons:

  • No data sharing
  • Each IT dept. could use different apps and different formats, so there is a need for translation.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

T Model process families

A
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Management Control Loop

A
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Anthony’s model: information intensity of product vs business process

A
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Process type VS. phase

A
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

KPI

A

Key Performance Indicators

They evaluate the success of an organization/activity. The unit measure should be used.

General:

  • Input volume
  • Output volume
  • Human resources
  • Non human resources (plants, machines, facilities) - Inventory
  • Other resources

Efficiency:

  • Cost per unit
  • Productivity of resources: (i.e. products per employees)
  • Utilization of resources: effective working hours compared to paid ones (also for machines)

Service KPI:

  • Response time, lead time
  • On time
  • Perfect orders
  • Flexibility toward customer

Quality KPI:

  • Conformity
  • Reliability
  • Customer satisfaction
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

IT View / Model

A

The IT model is composed by two main models: application model, thatdescribes the software architecture, and technological model, that describesthe hardware architecture.

App. model: presentation, rules (algos), data.

Tech. model: usually client server, either 2-tiered (data and app.) or 3-tiered (data server, app. server, presentation server)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Hosting vs Housing

A

Hosting: Assets and asset management are outsourced.

Housing: Asset are of the company, asset management outsourced.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Definition of Business Process

A

Activity: time spent by one or morepeople to do a task (simpler and shorter than a business process) Set of activities:

  • (executed in some parallel or sequential order)
  • performed by an organization
  • to deliver a service /product
  • With defined inputs/outputs (information and things)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Company Strategies.

How do companies pursue competitive advantage accross the chosen market?

A
  • Cost leadership: lower costs than competition,can be achieved by process improvement, high asset utilization,minimizing production costs in some ways such as outsourcing,minimizing supply costs (for example ordering large quantities of raw materials to gain a discount)
  • Differentiation: differentiate products in order to be more competitive
  • Niche: focus on few targeted markets
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Cobit: Governance and Management Scheme

A
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Agency Theory

A

Analyses friction and disturbances that can happen inside an organization.

Transaction theory says that firm is a monolithic entity aiming at one goal. Unluckily, due to nonrational behavior of firms and conflicting behavior of individuals in them that assumption is always false.

The problem of the transaction theory assumption is that it doesn not consider that agents have own interests and goals, and they try to maximize individual utility - not only the firm’s utility. Those contrast between goals of agents and principal (organization) causes agency costs (that have to be reduced as much as possible or company is destined to die)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

CSF

A

Critical success factors

Elements that are fundamental for an organization/project to achieve its mission. They are in poor words, general objectives.

Corporation:

  • Brand recognition, image
  • Dealers network
  • Equipment of cars
  • Reliability of cars
  • After sale service

Function (manufacturing):

  • Production costs
  • Quality of product
  • Environmental issues
  • Relationships with trade unions

Manager (quality):

  • Reputation with regard to other roles
  • Skills of techicians
  • Process certification
  • Technology for monitoring quality
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Level of process description in business life cycle

A
32
Q

Drools

A

Drools is suite of software products to manage business rules.

The Rete algo: Used to manage execution of rules, it uses DAG to represent rules.

33
Q

Things that can be outsourced and rule of thumb

A
  • Strategic processes should never be outsourced.
  • From COBIT POV “Plan and Organize” and “Monitoring” cannot be outsourced, since these processes are performed in order to understand what to outsource and how the outsourcing is going.

Rule of thumb by Levy: “if you can really write the whole job down on paper, then somebody else can do it”

34
Q

Organizational model

A

Organizational model represents IS as a service offered to organizational level (and group) of organization.

The model is often given by Organizational chart (macro level and micro level), Linear Responsibility Chart (LRC) and Swim lane (BPMN).

35
Q

Definition of Application

A

Software to support an activity or process

36
Q

IS and Functional Model

A

Describes what the IS should do, not how.

Processes

  • Activities, functions
  • (CRASO, BPMN, UML activity diagram)

Data

  • UML Class diagram

Interaction

  • Use cases
37
Q

Conway’s law

A

organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations.

38
Q

CSF vs KPI

A
  • CSF are vital for a strategy to be successful
  • CSF move forward the strategy, it makes it a success or a failure
  • Strategiest should ask “Why would customers choose us?”, the answer is a CSF

KPIs are low level indicators.

39
Q

CRM

A

Indicates all processes involved in customer relationships (sales, support, marketing)

Multi-channel organizations have data coming form: Web, phone, e-mail, physical persons.

All these data must be consistent.

End-to-end service chain: Receiving order of item from customer, planning and executing production of item, shipping item, monitoring user satisfaction, providing assistance in using item.

40
Q

Agency Costs

A

Agency costs fall in threecategories:

  • Monitoring: control of agent by principal (time lost by principal, it’s a cost)
  • Bonding: time spent by agents to report to owner (instead of working)
  • Residual loss: lost profits by principal due sub-optimal behavior of agents.
41
Q

T model: Primary

Business domain = Telecom operators

A

Service company, like banks.

Typically large, provide internet and call service.

Main ops:

    • network: plan, design, maintaining
    • service: activatio, delivery and operation (internet, calls)
    • workforce: plan/execute jobs, procue, store parts, manage technical docs.

Marketing and sales are very important, since usually there is a lot of competition between telecom companies. They continually push to develop better services for their customers.

42
Q

Organizational structures

A
  • Functional: Employees are grouped by skills
  • Divisional: Employees are grouped by product/branch, skills may be replicated in different branches.
  • Geographical
43
Q

SCOR

A

Supply-Chain Operations Reference

Is an effort by non-profit organization made by 750 members. This was done to make a standard in the processes and bind to each one a software function. Most of the functions are supported by existing software.

Processes:

  • Plan
  • Execute

Source: supplies

Make: production

Deliver: shipping and distribution

Return: defective products or supplies

  • Enable: Preparation storage and processing of information for Plan and Execute

3 levels: top, configuration (to company), process element (low level p.).

44
Q

T Model

A

High level model to describe 3 core processes

45
Q

Roles in IT

A

CIO: Information Officer -> top level manager of IT area, usually reports to top management (CEO)

CTO: Tech Officer -> tech scouting, tech choices, reports to CIO and CEO

CEO: Executive Officer

COO: Operation Officer

46
Q

Management vs Operations

A
47
Q

T model: Primary

Business domain = Manufacturing

A

Can be modeled with Value chain and application portfolio.

Value chain: represents the company as a sequence of processes to deliver a product.

Value of the product is determined by the sum of the value added at each step.

Value != price. Inbound logistic: buy materials, stock it.

  • Operations: making of the product
  • Outbound logistics: ship the product to stores
  • Marketing and sales: market the product
  • Service: given to the users once they buy the product (i.e. warranty)
48
Q

Decision Theory

A

Problems:

  • often info is unprecise
  • capacity of info management by individuals is limited.

Bounded Rationality By Simons states that decisions cannot be optimal because all information cannot be always available; humans have limits in collecting, storing and processing informaiton, thus, all decision are made within these constraints.

Decision:

  • Structured vs Unstrucutred: if well defined parametrs are establised -> structured.
  • Planned vs Unplanned: unplanned when disaters happen

Cost of not producing information:

  • Miscommunication: cost of collection and trasmission of data to higher levles
  • Opportunity cost: delays in availablility of information at higher levels and lost opportunities
  • Suboptimal decision: because of delays / imprecision.
49
Q

Transaction Theory

A

Assumptions:

  • Actors take decisions reatinally to maximize utility and profit
  • all actors have the same information

The consequence is that market defines the best price of a product because it is the perfect place to have a transaction. So is a company has to buy a product the only thing that matters is cost, i.e. buy or build internally -> just look at costs of the two.

50
Q

CRASO Model

A

An high-level functional model that shows activities, actors doing them and ma-terial/immaterial object treated by activity.

  • Customer
  • Request
  • Activity
  • organiSation
  • Output
51
Q

Policy

A

General direction implemented through several business rules.

52
Q

SLA

A

Service Level Agreement

Part of the contract in which particular aspects of the service (scope, quality, responsabilities) are agreed upon between provider and customer.

Responsabilities: who takes the blame if one or more aspects of the SLA isn’t fulfilled?

53
Q

TCO

A

Total cost of Ownership.

FInaicial estimate to help buyers/owners determine the direct and indirect costs of a product.

Usually there are 4 main aspects:

  • Construction: cost to contact producers and buy needed assets.
  • Deployment: cost to start production
  • Operations
  • Maintenance
  • Dismissal: costs to dismiss the systems once it served its purpose.
54
Q

Definition of Organization

A

Group of people intentionally organized to accomplish an overall, common goal or set of goals.

  • Organizations include and manage resources (people, machines, buildings)
  • Organizations implement business processes to achieve the goals
  • Enterprises/companies are organizations working for profit
55
Q

ITIL: definitions of process, service and service management

A

Process: set of activities with a goal

Service: a means of delivering value to customers (without owning specific costs and risks)

Service management: a set of organizational capabilities to deliver services, and in this way value to customers.

56
Q

T model: Primary

Business domain = Production industries

A

2 high-level primary processes: production and maintenance of a plant.

Also in this domain value chain can be used, but the steps are easier.

  • Inbound logistics: buy raw materials
  • operations: plant supervision
  • outbound logistic: distribution and sale.

Issues are with maintenance of the facility: safety and coordination.

57
Q

Type of decisions with respect to operational level

A
58
Q

ITIL

A

Information Technology InfrastructureLibrary.

Can be used to manage IT services both developed internally to an organization, orexternally (outsourcing)

Grouping of processes:

26 processes under 5 different groups:

Service strategy

Service design

Service transition

Service operation

Continual service improvement

59
Q

Definition of Business Function

A

Group of people (and other resources) in an organization performing functionally similar activities.

Major business functions:

  • Manufacturing
  • Sales and Marketing
  • Finance - Accounting
  • Human Resources
60
Q

BSC

A

Balanced ScoreCard

It’s a strategy performance management tool, supported by design methods and automation tools, used to keep track of execution of activities by the staff witihin their control and to control consequences arising from these actions.

It uses a 4 pespective approach to indentify what measures to use to track the strategy implementation:

  • Financial: high-level financial measures that answer to “How do we look to shareholders?” -> cash flow, sales growth, operating income, return on equity
  • Customer: “How do customers see us?” -> % of sales of new products, on time delivery, share of important customers’ purchases, ranking by important customers
  • Internal business processes: “What we must excel at?” -> cycle time, unit cost, yield, new product introductions
  • Learning and growth: “How can we continue to improve, create value and innovate?” -> time to develop new gen. products, life cycle to product maturity, time to market vs competition.
61
Q

T model: Primary

Business domain = Utilities

A

Suppliers of gas, electricity, water.

The infastructure is one and cannot be subject to competition, it owned by the state.

Three layers of company: Production, trading and operations.

Renewable energy changed that a bit, since decentralizes electricity.

62
Q

T model: Primary

Business domain = Bank Insurance

A

Service companies that do account/investment management, lending or insurances on vehicles, lifes, etc.

Most of the works is maintaining databases, backups and so on. Lots of competion here like in telecom.

63
Q

T model: Primary

Business domain = Retail

A

Big retailers like IKEA, Decathlon, Amazon.

They have logistic problems, products must be distributed and be identified.

Companies with hundreds of stores, typically logistic is given to external companies their IS with the one of the company.

Inventing and choosing the right product is another manufacturing problem.

64
Q

Policy

A

Is a general direction that is implemented through several business rules.

65
Q

Analysis paralysis

A

In decision theory.

We have a lot of data available but we don’t have the capacity/computational power to process it.

66
Q

Deployment Diagram

A
67
Q

COBIT vs ITIL: Comparison of the stages

A
68
Q

ITIL: Functions

A
  • Service Desk
  • Technical management
  • Application management
  • IT operation management
69
Q

ITIL Function: Service Desk

A

People who are a contact point between users and the IT office.

Often it is a call center for customer support.

It manages any communication to IT service providers, incidents, service reqeusts, change requests and owns incident management process.

70
Q

ITIL Function: Application management

A

It must manage applications, end-to-end procures and skill development.

71
Q

ITIL Function: IT Operation management

A

About regarding operations of facilities and monitoring the software.Managing pace is day by day (power, heating/cooling, etc.)

72
Q

ITIL Function: Technical management

A

(Infrastructure level) It must ensure that SP has right capabilities and resources to deliver the requested IT services.

73
Q

Function Point Analysis

A

A function point is a “unit of measurement” to express the amount of business functionality an information system.

  • Inputs
  • Outputs
  • Reusability
  • Complex processing
  • Communication
  • Installation ease
  • Performance
  • Features

Usually PM give weights to these elements based on past projects.

74
Q

COBIT: BUILD ACQUIRE IMPLEMENT

A

This domain is involved in both maintenance and development. The real main activity is not development but decide and buy software package or services from an external company.

define requirements, identify solutions and build.

Manage assets: machine, operating systems

Manage knowledge: DB and people

Make people accept changes by training and communication

Manage changes: from development to deployment of a new version of an application, many changes may be put together in a monthly release.

75
Q

COBIT Monitor Evaluate Access

A

It has to Monitor Evaluate and Assess:

  • performance and conformance,
  • the system of internal control,
  • compliance with external requirements.
76
Q

COBIT: Deliver Service and Support

A

It is the domain where most of the money (50-60%) goes. It has to manage:

  • Operations
  • Server requests and incidents
  • Problems
  • Security
  • Reliability
  • Business process control
77
Q

COBIT: Align Plan and Organize

A

Manages

  • Budget and cost (CIO)
  • Supplier that have to deliver something
  • Enetrpirese architechure

Information systems (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions