Brainscape's Knowledge GenomeTM

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


See full index

IT Strat > Klausur > Flashcards

Klausur Flashcards

1
Q

What Definitions for Strategic Decision Areas exist?

A

Peanut Butter French Toast

o Tactics vs. strategy  use of engagements (Clausewitz)
o Five p ́s (Mintzberg)
o Being different to deliver a unique value (Porter)
o Pattern of decisions (Andrews)

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

What Characteristics for Strategic Decision Areas exist??

A

o Big picture
o Medium to long-term
o Target-setting
o Planning

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

How does the Management Cycle Look like?

A

Target -> Plan -> Execute -> Control

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

Draw the Decision Areas

A

P.2

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

Draw the IT Processes

A

P.2

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

What Pressures growing of industrialization?

A

Differentiation pressure vs. Cost pressure

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

What Phases of industrialization?

A

Y Unit Cost
X Volume
Schlangenlinien

Art/Craft (Today)

  • > Manufactory
  • > Factory
  • > Mass production
Processes (Manual->Mechanised->Automated->Standard)
Output (Unique->Series->Product->Mass Product)
Catchment Area (Local->Regio->Nat->Global)
Deg. of vertical integration = High
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

How can you Decouple via Products?

A

o By application area (Management/storage products for applications)
o By location (Network-access products for different locations)
o By user group (Access products for end users)

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

What Vertical Disintegration strategies exist?

A

o Spin-off (Internal IT Provider as independent enterprise)
- Expectations: Financials, Stateoftheart, Soc
- Multinational Migration with progressive flexibility
o Outsourcing (Medium/Long Term Relocation to external Provider)
- Expectations: SoA, Financials, Performance Pressure
- Failure Reasons: Partner Selection, Contract Design
=> Only outsource what you can successfully manage yourself
o Offshoring (reloc labour-intensive services into countries w/ low labor costs)
- Expectations: Financials, Quality, Capacity
- Risk: Language, tech. complex

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

Diagram for Make or Buy

A

Page 3

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

Disintegration Diagram

A

Page 3

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Whats the MAIN objective or IT Governance?

A

Balancing efficiency and effectivitiy

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

What are the Key Topics of IT Governance?

A 
o Establishment of objectives: rights and responsibilities (who makes decisions, resp.?) 
o Decision-making (which org. reporting lines need to be est.? What incent. mechan.?) 
o Compliance (which external standards must be adhered to? Which internal policies?) 
o Culture (How to embed gov. structure into mngt. culture?)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

IT is Traditionally undermanaged. What are the Symptoms?

A 
o Management (!IT-Strat oder nicht gelebt; Unclear objectives; endless debates on organisation and responsibilitites)
o Projects (Adhoc Firefighting; Pet Projects -> Leichen im Keller; Project overlaps)
o Systems (Historisch gewachsen, inconsistent and incompatible, opps and saving potential cannot be realised)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

IT Governance: Whats inside the Subject?

A

o Assigment of Roles; Respons; Decision; Ownership
o Org setup
o Est. corresponding processes
o Setting “Rules of the game”, std, policies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

IT Governance: Whats inside the Objective?

A

o Decision Making, Will forming
o Implementation, Incentives
o Controling/Monitoring

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

IT Governance: Typical Topics

A

o Strat Orient
o Invest M.
o Performance M.
o Integrity M.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

IT Governance: Inherent Goal Conflicts and how to balance them

A

Page 4

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Solution Approach to Inherent goal conflicts

A 
< Separation of commoditiy functionalities (e.g. Accounting in SAP>
< Stable service architecture >
< Coordinated decision making >
< Incentivizing corporate objectives >
< Differntiated provider strategy >
< Transparceny, value controling >
< Transparceny, Risk M. >
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Name typical Governance Processes

A

o Portfolio M. -> Prio of initiatives
o Risk M. -> Ensuring Project success
o Data M. -> Data Consistency and Quality

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

Typical committees of IT Governance in larger org

A

o Managing Board Meeting -> budget Planning
o Investment Committee
o Portfolio Prio -> Roadmap

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

Typical standards and policies (IT Governance)

A

o Service Portfolio -> Reuse and redundancy redu
o Security Policy -> Protection from external attacks
o Process Model -> Reduction of Project Risk

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

IT Organization Why is there a trend towards decentral/balanced models?

A

o Internal IT Low performing until 90s
o 40 year-old trend to divisionalize
- H(func) -> V(div)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Draw Forces at Work (Separating demand from supply)

A

Critical prcoesses (effectiveness): Know-how intensive, success through customer focus, specific process knowledge

Critical processes (efficiency): Resource intensive, success through industrialization, EoS

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

Why does the CIO move closer to the business side?

A

o Innovation -> Business / IT Alignment
o Integrity -> Architecture, Portfolio, Process Integration
o Efficiency -> Vendor M.

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

What Mistakes occur by separating demand from supply side?

A

o “Throw it over the fence syndrom”

o Requirement Specification and PM -> Early Mistakes cost most

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Draw All Organizational Variants

A

P 6

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

What is the Goal of Project Portfolio Management?

A

Value Optimization of development Projects

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

What Objectives does Project Portfolio Management Have?

A

o Management -> Big Picture
o Dependencies -> Detection of IT deficies; avoid redundancies
o Value Optimization -> Cost Benefit analysis
o Resource Optimization -> Adaption of long-term skill requirements
o Progress Monitoring -> Master plan

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

What are the Phases of Project Portfolio Management?

A

o Idea generation (Concentration of strategic initiatives)
o Project Proposal evaluation (Analysis of functional and architectural overlaps)
o Scenario development (Determination of Critical Constraints)
o Portfolio Approval (Prioritization/ decision)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

What does value controlling=

A

complements portfolio planning to control it investments

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

EAM as a tool for complexity management:

Whats meant with application landscape complexity?

A

o 10^3 or more networked and highly diverse information systems
o Complexity – number of relationships between systems
o IT does not keep pace with accelerating speed of business -> cannot deliver anymore
o Maintenance (fixing bugs, ..) costs eat up IT budget and limit ability to transform – running out of money

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

EAM: System Complexity

A

o Differentiation necessary and unnecessary complexity
o Aligning the IT architecture w/ future business architecture
o Coherent transformatioon through coordinated IT Projects

+
Page 7

34
Q

EAM: Landscape Challenges?

A

o IT Lies in fogs (hard to get out) -> low cost/benefit
o Lack of interest in the part of business and management
o Unclear responsibilitites (no binding rights & obligations for IT and business)
o Agility of IT does not keep pace w/ the increasing business dynamics

35
Q

What are the findings of: Software Projects Platform efficiency but providing Page 9

A

x-Axis: business perspective, companies usually want more and more functionality (e.g. Zalando first shoes, now also clothes etc, Allianz first 1 insurance, then many…) = tactical move, always look to the right
y-axis: IT perspective, can be measured (e.g. if you add a feature how many days dows it need to be implemented)

36
Q

If Platform efficiency goes down. Should you replace it?

A

Very expensive, done by few CIOS

If you add more and more functionality but no efficiency your company will fail.

Instead, projects that increase effieciency but not add business value.

37
Q

How do i tackle the Platform effeciency/functionality problem?

A

Define boundaries rules: Stay in the coridor

Each project is evaluated on both stages

38
Q

Draw the Business Architecture Model

A

P 9

39
Q

How to do a process Road Map?

A

o Define main value creating processes of company (arrows) - where are these processes taking place (rows) squares are systems
o You can either have horizontal or vertical integration (not both!!), much easier to have discussion about strategy

40
Q

Whats meant with Business Architecture model should focus on current stakeholder and their information demands?

A

Stakeholder -> Concern(Info Demand) -> Viewpoint/View -> Model

41
Q

Whats a Business Capability Map?

A

P 12

42
Q

Whats a Business Support Map?

A

P 12

43
Q

Whats a Business Support Migration Roadmap Plan?

A

P 13

44
Q

Whats the Infrastructure Management Cluster Map for?

A

visualizes the used database, location of the application and status of the component

45
Q

What are the EAM Influence Factors, activities and artifacts?

A

p 14

46
Q

Challenges of enterprise architects in large-scale agile development

A

o Managing technical debts
o Dealing with acceptance issues by agile teams
o Balancing upfront and emergent architecture
o Balancing short-term and long-term planning
o Dealing with lacking understanding of (enterprise) architecture
o Dealing with loss of decision-making power
o Ensuring the adherence of agile teams with architecture requirements
o
Dealing with high frequency of architectural decisions to be made
o Balancing architecture improvements and business value
o Tracking the progress of agile teams

47
Q

Whats a Modular, service-oriented application landscape architecture

A
  • Separation of front-end and back-end systems
  • Modularization of back-end systems
  • Flexible and Fault-tolerant coupling via service interfaces
48
Q

Three schools of eam

A

p 16

49
Q

Draw the EAM Foundations and Explain

A

p. 18

50
Q

What are Influence Factors?

A

are describing the context of an organization that have an impact on the EAM process

51
Q

External Influence Factors (Examples)

A 
 Regulatory requirements
 Technical innovations
 Digitalization and customer journey
 Industry competition
 Changing business model due to market trends
 Innovation of business
52
Q

Internatl Influence Factors (Examples)

A 
 IT cost-cutting initiatives
 New vision for the business
 Re-organization of the company
 Changing price and income structure  Growth of organization
 Restaffing of upper management
53
Q

Influence Factors: Enterprise Context:

A

o New CIO/CEO
o Post-merge integration
o Prep for crave out
o legal

54
Q

Influence Factors: Organizational Context

A

o IT Organization
o Upper management Support
o Budget
o Enterprise Culture

55
Q

Influence Factors: EAM Goals

A

o Increase coherence
o Increase transparency
o Manage and reduce (IT) complexity (redundancy, heterogeneity, size)

56
Q

Why to reduce complexity?

A 
o Because by lowering the complexity the
maintenance and hosting
costs decrease
o This causes an increase in
new or change development budget
57
Q

What Application scenarios EAM (decreasing importance)

A

o Planning IT strategy
o IT/business alignment
o Process optimization

58
Q

What are other application scenarios for EAM?

A

o Assessment of digital readiness of an org

o Providing input for business ecosystem modelling

59
Q

Proxy Measure to evaluate EAM Quality?

A

o Appropriate CIO skills
o Documentation tools
o Skilled architecture team
o Suiteable management practices

60
Q

Capability based planning: Most frequent EA Challenges

A

o Ad hoc EAM demands -> Agile EAM
o Unclear business goals -> Business Capability Maps
o Hard to find experienced enterprise architects

61
Q

Whats the Definition of a Business Capability?

A

A functional building block of the business architecture that supports the business model and the business strategy. It defines the organization’s capacity to successfully perform a unique business activity.

62
Q

What are the Characteristics of a Business Capability?

A

o Stability: independent from the organizational model, technologies, vendor solutions
o Abstraction: encapsulate and abstract from any explicit resource, business process or IT
o Horizontal structure: complete and non overlapping functional decomposition of the enterprise
o Vertical structure: can be broken down into more granular business capabilities

63
Q

Business Capabilitites Dimensions

A
  1. People
  2. Process
  3. Material/Resources
64
Q

What does a Business capability do?

A

 Defines orga’s capacity to successfully perform a business activity
 Describes what an enterprise does and business process describes how it is
done
 Abstracts and encapsulated people, processes, technology and information into
essential building blocks needed to facilitate performance improvement and redesign analysis

=> Focus on the what not on the how

65
Q

For what are Business Capabilities used?

A

 Are an ideal black-box description of the business
 To communicate business goals
 To assess the current capabilities
 To identify EA demands

66
Q

How does the Incremental learning Approach Look like=

A
  1. Identify capability candidates
  2. Refine capabilitites
  3. Validate capabilities
  4. Communicate capability maps
  5. Subdivide Capabilitites at next level
  6. As-is analysis/improvement analysis
67
Q

What are EAM Pattern?

A

o reuseable solution to a common problem
o in a given context
o identifies driving forces

EAM Pattern takes a holistic perspective

68
Q

Anti-Pattern: Dont boil the ocean

A

Data collection expensive and takes time
=> Start w/ a small model
=> Enlarge it when needed incrementally

69
Q

Anti-Pattern: Dont build an ivory tower

A

Build wo/ talking to stakeholder
=> Shared Language
=> Bring informaiton demand and supply together

70
Q

TOGAF 9

  • Scope
  • Long-term goals
  • ADM
A 
SCOPE:
o Emphasizes business goals as architecture drivers, and provides a repository of best practices
LONG-TERM GOALS:
o Industry Standard, generic Enterprise Architecture Method
ADM: 
A: Architecture VIsion
B: Business Architecture
C: Information Systems Architecture
D: Technology Architectures
E: Opportunities and Solutions
F: Migration PLanning
G: Implementation Governance
H: Architecture Change Management

Zentrum = Requirements Management

71
Q

Archimate

A 
o Complements TOGAF
o Structure
- Passive Structure (Object)
- Behavior (Service, Behavior Element)
- Active Structure (Interface, Structure element)
72
Q

IT4IT

A
  • IT Value Chain describes the series of activities that every IT department performs that add value to a business or IT Service
  • IT Value Chain is made up of the four IT value streams which play a vital role in helping it control the service model as it advances through its lifecycle
73
Q

WHich IT Organization form exist?

A

o Central
o Decentral
o Federal

74
Q

Characteristics/Pro/Con of IT Organizational Forms: Central

A

IT as a cross-selection to all bu
+ Standards, EoS
- Often inflexible, not business oriented

75
Q

Characteristics/Pro/Con of IT Organizational Forms: Decentral

A

Each bu has its own IT
+ Individual responsibilitiy, controllability
- Application jungle

76
Q

Characteristics/Pro/Con of IT Organizational Forms: Federal

A

Decentral, but w/ an organizationally anchored governance for harmonization
+ Best of both worlds
- Difficult balance, high demand for management capabilitites

77
Q

Assignment 1:

A

40

78
Q

Assignment 2:

A

41

79
Q

Assignment 3:

A

42

80
Q

Assignment 4:

A

43

81
Q

Assignment 5:

A

44

IT Strat (2 decks)

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