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MGIS 317 > Final > Flashcards

Final Flashcards

1
Q

business process

A

a series of logically related business activities or tasks that accomplish a specific business goal
- a collection (flow) of related (linked or structured) activities, resources, or information

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2
Q

business process reengineering

A

organization’s activities that do not add value should be removed not accelerated through automation

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3
Q

Seven principles of Business Process Reengineering

A
  1. organize around outcomes not tasks
  2. link parallel activities in the workflow instead of just integrating their results
  3. put the decision point where the work is performed and build control of the process
  4. treat geographically dispersed resources as though they were centralized
  5. integrate information processing work into the real work that produces the info
  6. capture info once and at the source
  7. identify all the organizations processes and prioritize them in order of redesign urgency
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4
Q

Problem Solving Process

A
  1. recognize the problem or question
  2. review previous findings
  3. model the situation and select the variables
  4. collect the data
  5. analyze the data
  6. present and act on findings
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5
Q

what do critics of BPR say

A
  • bpr is too expensive

- bpr is a way to dehumanize the work place, increase managerial control and justify downsizing

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6
Q

unified modeling language (uml)

A

a standard set of diagramming techniques (visual language) for object oriented systems
-the object management group (omg) accepted UML as the standard for all object developers in 1997

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7
Q

structure diagram

A

class, object, package, deployment, component, composite structure

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8
Q

Behaviour Diagram

A

activity, sequence, communication, interaction overview, timing, use-case

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9
Q

example of cross industry innovations

A

the restaurant with the suitcase belt

the egg casing for wine bottles

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10
Q

Does innovation have to be new technology?

A

no, just have to use technology in a new way

a new innovative way to benefit the consumer

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11
Q

focus of innovation

A

performance improvement

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12
Q

sustaining innovation

A

maintains or rejuvinates the current rate of performance improvements of the products and services that use them
-facilitates replacement of previous generation

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13
Q

disruptive innovation

A
  • different set of attributes than the current technology
  • initially not as good as current performance
  • performance improvement rate (slope) is higher then the rate demanded by the market
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14
Q

characteristics of disruptive innovation

A
  1. disruptive technology must MEET MARKET NEEDS ON CRITICAL PERFORMANCE dimensions in time
  2. NOVEL ATTRIBUTES of the disruptive technology may become a source of positive differentiation
  3. many disruptive innovations come from outside the established industry
  4. continued attention towards the most aggressive customers needs induces
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15
Q

what is innovation

A
  1. enabled by and dependent upon the CONNECTION OF STRATEGY, PROCESS, STRUCTURE AND CAPABILITY
  2. innovative enterprises achieve stronger growth and success
  3. enterprises that gain market share and increasing profitability are those that are innovative
  4. a critical enabler or significant barrier to an organizations ability to innovate remain its culture
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16
Q

4 ways in creating space for innovation

A
  1. connections: give people dedicated time, forums and physical space to make connections with people from across the organization
  2. ownership: establish processes and feedback loops that encourage people to contribute ideas
  3. confidence: people will dedicate time, energy, creativity, sweat if they believe that what they are doing will come to fuitition
  4. management examples: truly innovative cultures start at the top and get dramatically accelerated and amplified by middle managment
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17
Q

steps in preventing project failure

A
  1. Feasibility
  2. assumptions
  3. implementation
  4. testing
  5. evaluation
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18
Q

4 types of feasibility studies

A
  1. technical feasibility
  2. organizational feasibility
  3. economic feasibility
  4. schedule feasibility
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19
Q

technical feasibility

A
  1. familiarity with technology (can we use the technology to develop or modify it)
  2. project size
  3. compatibility
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20
Q

economic feasibility

A
  1. benefits
  2. development costs
  3. operating costs
  4. intangible costs
  5. cost benefit analysis
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21
Q

organizational (operational) feasibility

A
  1. strategic alignment
  2. senior management support
  3. project champion(s) support (head of department using it)
  4. users
  5. other stakeholders
    - project needs support from all these people
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22
Q

schedule feasibility

A
  1. time constraint: project needs to be done by a certain time
  2. factors that affect schedule feasibility
  3. risks
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23
Q

the 3 dimensions achieved to create the quality that meets the expectation of all stakeholders in project management

A
  1. time
  2. cost
  3. scope
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24
Q

project charter

A

a document issued by the project initiator or sponsor that formally authorizes the existence of a project

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25
Q

what does a project charter contain?

A
  1. project scope (tech, feasibility)
  2. project objectives (cost benefit analysis)
  3. project constraints (time constraints, economic feasibility)
  4. project assumptions
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26
Q

project scope

A 
set by defining the work that must be completed to deliver a product with specific features and functions 
-smart criteria 
Specific 
Measurable
Agreed upon 
Realistic 
Time bound
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27
Q

project manager

A
  • job is to manage people

- needs to talk to everyone so they have the same view

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28
Q

key focus points for project manager

A

communication and people managment that leads to change management

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29
Q

types of system development projects

A
  1. waterfall
  2. iterative
  3. agile
  4. incremental
30
Q

waterfall model

A

-sequential design process used in software development in which progress is seen flowing steadily downwards (like a waterfall) through the phases of conception, initiation, analysis, design, construction, testing, production and maintenance.

phase by phase:

  1. analysis
  2. design
  3. Coding
  4. Testing
31
Q

Iterative Model

A

for a small set of functionality analysis and design will be completed first before preceding to coding and testing within same iteration

  • ex. analysis and design must be completed and then coding and testing
  • all seperate pieces and development models
32
Q

Agile Model

A
  • Analysis, design, code, testing and delivery of small functional pieces in iterations with short duration
  • move to second module only when the first module is finished
33
Q

ways to convert old to new systems

A
  1. parallel
  2. pilot
    3.phased
  3. plunge
    (the diagrams are in notebook)
34
Q

avoidance attitude toward usage (change management)

A

ill use it when im forced to

35
Q

acceptance attitude of usage (change managment)

A

just tell me what to do and ill do it

36
Q

Enthusiasm attitude toward usage (change management)

A

this is neat! ive got some thoughts for other uses of this and how to make it even better

37
Q

technology acceptance model

A
  1. perceived usefulness and perceived ease of use
  2. intention to use
  3. actual use
38
Q

web 2.0

A
  • brings multi way communication
  • its active
  • people participate
  • community/interest-centric
39
Q

semantic web (3.0)

A
  • based on your search history, what your search engine knows about you, the search will give you a certain answer - customizes search for best personal fit
  • face recognition
40
Q

mash ups

A

a web application or website that uses content/service from more than one source

41
Q

social media

A
  • the media designed to be shared
  • open to anybody to post and posts are meant to be shared
  • social media in web 2.0 opens places for people to post to public and share with everyone
42
Q

web generated contents

A

users are now publishers aswell there is no value without users
-the value is zero with no place to post

43
Q

what websites encompass all publishing, sharing, discussing, and networking

A

facebook and twitter

44
Q

Do you have privacy with social media?

A

no

45
Q

what does PIPEDA stand for

A

personal information protection and electronic documents act

46
Q

10 principles of PIPEDA

A
  1. accountability
  2. identifying process
  3. consent
  4. limiting collection
  5. limiting use, disclosure, and retention
  6. accuracy
  7. safeguards
  8. openness
  9. individual access
  10. challenging compliance
47
Q

what does PIPEDA do?

A

its a canadian law relating to data privacy
-it governs how private sector organizations collect, use, and disclose personal information in the course of commercial business

48
Q

Internet Security

A
  • in the early stage, security was not a significant issue
    • only few experts were allowed (or able to) use computers
  • physical controls were needed to limit access to authorized personnel
49
Q

how has the internet changed computer security

A

by bringing millions of computer networks into communication with eachother - and many of them are unsecure
- ability to secure each computer now influenced by the security on every computer to which it is connected - weakest link

50
Q

how did computer security evolve

A

from physical security into complex, multi-facilitated environment called into security

51
Q

information security

A

the protection of information and its critical elements that use store and transmit information

52
Q

elements of information security

A
  1. software - application and operating system
  2. hardware
  3. people
  4. data
  5. procedures
53
Q

security process ( what a successful process has)

A
  1. people (executing)
  2. policy: guidelines and direction
  3. technology: the tools and materials
54
Q

social engineering

A

tricking people into revealing their passwords by pretending to be legitimate users or members of a company in need of info

55
Q

Encryption

A 
1. Sender 
(encrypt with a public key)
2. scrambled message
(decrypt with private key) 
3.recipient
56
Q

what does Encryption do

A
  • protects data from people with unauthorized access to computer
  • protect data in transit
  • deter and detect changes to data
  • authenticate the author of the data
57
Q

what does Encryption not do

A
  1. prevent deletion of data
  2. be a complete defence
    • attacker gets keys or modifies encryption
  3. be completely secure
    • attacker may find weakness in encryption
  4. protect files before encryption
58
Q

Corporate governance

A

the system of rules, practices, and processes by which a company is directed and controlled corporate governance essentially involves balancing the interests of many stakeholders in the company - these include its shareholders, management, customers, suppliers, financiers, government and the community

59
Q

Cobit 4.0,4.1 it governance focus area

A
  1. strategic allignment
  2. value delivery
  3. resource management
  4. risk management
  5. performance measurement
60
Q

5 principles of Cobit 5.0

A
  1. meeting stakeholders needs
    • governance is about negotiating and deciding amongst different stakeholders values and interest
  2. Covering the enterprise end to end
    • integrates governance of enterprise IT into enterprise governance
  3. applying a single integrated framework
    • Cobit 5 aligns with the latest relevent other standards and framworks used by enterprises
  4. enabling a holistic approach
  5. separating governance from management
61
Q

Sarbanes Oxley

A
  • as a reaction to high profile corporate fraud case (Enron and world com)
  • drafted by us Senator Paul Sarbanes
62
Q

Section 404 of Sarbanes Oxley states

A
  1. the responsibility of management for establishing and maintaining an adequate internal control structure and procedures for financial reporting
  2. contain an assessment (yearly) of the effectiveness of the internal control structure and procedures of the issuer for financial reporting
    - includes documentation of control procedures related to it
    - the most expensive and time consuming section
63
Q

operational risk

A

the risk of loss resulting from inadequate or failed internal processes, people, and systems or from external events (basel 2)

64
Q

basel 3

A
  • an international regulatory framework for banks
  • comprehensive set of reform measures, developed by the basel committee on banking supervision and risk management of the banking sector
  • compared to basel 2 with its major focus on operational risk, the basel 3 requirements cover a wider range of topic areas including the banks capital, liquidity, and risk management
65
Q

3 approaches to funding IS

A
  1. chargeback
  2. allocation
  3. showback
66
Q

charge back

A
  • the direct billing of IS resources and services to the function or department that uses them
  • grounded in the pay-per-use principle
  • charge back mechanisms are perceived as fair by the organization
  • they create accountability for both users and the IS function
67
Q

allocation

A
  • based on fairly stable indicators such as size, revenues, and number of users
  • seeks to strike a balance between pay-per-use fairness and the high cost of the chargeback method
  • the allocation approach creates more predictable department expenses
68
Q

show back

A
  • an it department does not preform any chargeback
  • however, it sends dummy invoices that each function or department would end up paying if chargeback was in place
  • internal control of IT expenses
69
Q

outsourcing

A
  • used as a means of funding information systems operated by engaging outside providers
  • the process of acquiring products or services that used to be created internally by the organization from an outside provider
  • information systems outsourcing is the process of contracting with an outside firm to obtain information systems services
70
Q

outsourcing drivers

A
  1. improving strategic focus
  2. access to superior talent
  3. reducing cost
  4. financial appeal
71
Q

risks of outsourcing

A
  1. deceptive role of is a
  2. the outsourcing paradox
  3. hidden coordination costs
  4. changing requirements
72
Q

offshoring

A

process of engaging a foreign provider to supply the products or services the firms no longer intend to produce internally

MGIS 317 (1 decks)

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