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Information Management > (PM) ISS - Lists > Flashcards

(PM) ISS - Lists Flashcards

1
Q

What should be the IS strategy if the business strategy is “Defender”?

A

IS for efficiency

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2
Q

What should be the IS strategy if the business strategy is “Prospector”?

A

IS for flexibility

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3
Q

What should be the IS strategy if the business strategy is “Analyzer”?

A

IS for comprehensiveness

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4
Q

To who should the CIO rapport if the business’ strategic positioning is “Differentiation”, for optimal result?

A

The CIO should rapport to the CEO

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5
Q

To who should the CIO rapport if the business’ strategic positioning is “Cost leadership”, for optimal result?

A

The CIO should rapport to the CFO

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6
Q

Which five Operational (mis)Alignment aspects exist, where imposition and deficiency can be applicable?

A 
Process
Data
Role
Control
Culture
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7
Q

What is a deficiency?

A

The lack of something, or having to little of something

E.g. a system does not allow for a certain functionality

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8
Q

What is a imposition?

A

The forcing or requirement of something unnecessary

E.g. a system forces a business to take a certain step that is not actually required by the business

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9
Q

What five chargeback systems exist?

A 
Cost recovery-Standard cost
Cost recovery-Average cost
Cost recovery-Flexible cost
Profit center-Fixed pricing
Profit center-Market-based pricing
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10
Q

What is the goal of a “cost recovery” chargeback system?

A

Recover the costs incurred

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11
Q

What two non-chargeback systems exist? How do they work?

A

Unallocated cost - The total IT cost is deducted in full from the organization’s profits
Simple cost allocation - Each BU is assigned a cost based on the BU’s size, employee, turnover, etc (so not based on true IT usage).

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12
Q

What is the goal of a “profit center” chargeback system?

A

To sell IT (and IT services) to the BU at a profit

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13
Q

What is ‘Standard costing’ (from Chargeback systems)?

A

Price is determined in advance of the use (via forecasting cost and demand)

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14
Q

What is ‘Average costing’ (from Chargeback systems)?

A

Total cost divided by total service usage per year

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15
Q

What is ‘Flexible costing’ (from Chargeback systems)?

A

Changing service cost based on the demand for that service. E.g. services that are in high demand are priced higher.

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16
Q

What is CMMI?

A

Capability Maturity Model Integration. It is a system used to determine the project management maturity of a firm. Generally it is assessed by a third party auditor.

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17
Q

Requirements are clear at the beginning of a project. There will be no or only small changes in requirements during the project. The client is patient.

Which Project Management method would you choose?

A

Traditional (Waterfall) PM

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18
Q

The project is exploratory of nature. It is being designed with a high customer responsiveness in mind. The organization has an innovative culture

A

Agile PM

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19
Q

Which aspects of Agile PM are fixed? Which are variable?

A

Schedule, quality and Cost are fixed. Scope is variable

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20
Q

Which aspects of Waterfall PM are fixed? Which are variable?

A

Scope and quality is fixed. Schedule and Cost are variable

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21
Q

What are the five steps in Waterfall PM?

A
  1. Requirements gathering
  2. Design
  3. Implementation
  4. Verification
  5. Maintenance
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22
Q

How does Agile work?

A

Agile could be described like sequencing a series of short (one or two week) waterfall projects together. It works by setting short-term goals and iterating over previous versions. In this, the schedule, quality and cost are fixed

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23
Q

Why is it that IT projects are often behind schedule and over budget?

A

Unclear requirements or changing requirements (the latter occurs often within government projects)

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24
Q

How do spaghetti systems come about?

A

Generally, through kludges of fast system development

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25
Q

What is a kludge?

A

Kludge is a quick-and-dirty solution that is clumsy, inelegant, inefficient, difficult to extend and hard to maintain.

But it solves the current issue at hand.

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26
Q

What are the key roles in the de-escalation process?

A 
Messenger
Exit Sponsor
Exit Champion
Exit Catalyst
Exit Blocker
Legitimizer
Scapegoat
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27
Q

What are the bases of power in the de-escalation process?

A 
Reward power
Coercive power
Expert Power
Informational Power
Legitimate Power
Referent Power
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28
Q

What are the four phases in the de-escalation process?

A
  1. Problem recognition
  2. Re-examination of prior course of action
  3. Searching for alternative course of action
  4. Implementing an exit strategy
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29
Q

What are the four IT integration strategies?

A

Transformation - abolish all and replace with new IT
Combination - Combine best of both IT
Consolidation - Close all IT of one partner, continue with the other
Co-extistence - Use both IT, sync periodically

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30
Q

IT Governance can be centralized, decentralized of federal. Which governance archetypes exist?

A 
Business Monarchy
IT Monarchy
Federal System
IT Duopoloy
Anarchy
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31
Q

Consider the ITG Cube. What ITG Board roles exist?

A

Monitor (review and approve fundamental operational and financial decisions)

Advise (source of advise and council)

Co-opt (meaning the board member uses their network to better the organization’s IT)

Assimilate (meaning to fully internalise crucial IT knowledge, so they are aware of risk factors and IT-related issues)

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32
Q

Consider the ITG Cube. What ITG Board functions exist?

A

IT Risk Mitigation (wealth protection by infusing accountability into the organization)

IT Value Maximization (wealth creation by unleashing entrepreneurship to deliver economic value)

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33
Q

Consider the ITG Cube. What ITG Board Mechanisms exist?

A

Decision-making structures (creating org. units such as committees that are responsible for decision making)

Formal processes (Create formal processes to be taken by the org.)

Communication approaches (Using reports, mission statements, newsletters, and similar information sources to propagate the principles and objectives of corporate governance or receive information)

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34
Q

Which four risk handling methods exist?

A
  • Bear the risk
  • Capitalize the cost of risk mitigation
  • Mitigate ASAP
  • Give lowest priority
35
Q

How to communicate IT risk to non-IT personnel?

A

Talk about:

  • Availability (keeping systems running)
  • Access (managing authority)
  • Accuracy (providing correct, timely and complete information)
  • Agility (being able to make the necessary business changes with appropriate cost and speed
36
Q

What four customer contact strategies exist?

A
  • Defensive
  • Accommodating
  • Moderation
  • Image Renewal
37
Q

What is the ingratiation contact strategy component?

A

Making statements that are likely to make the stakeholders like the organization. Such as:

  • Stating the firm has a strong history of data privacy
  • Stating that the firm has a strong history of valuing the relationship with the stakeholders and the trust the stakeholder have in the firm
38
Q

What are the nine customer contact strategy components?

A

Denial - Deny occurrence of incident
Excuse - Seek to minimize responsibility (blame someone else)
Apology - Apologize explicitly
Remedial Action - Take steps to repair or control damage
Ingratiation - Seek to make stakeholder like the org.
Justification - Seek to minimize Perceived damage
Correction commitment - Commit to correcting the cause
Stakeholder commitment - Commit to (keep) providing goods/services despite the breach
Value commitment - Reassure stakeholders that the firm is committed to its core values

39
Q

What are the five phases in which a firm’s information strategy is formed?

A
  1. Turbulence
  2. Orientation
  3. Consolidation
  4. Exploitation
  5. Tension
40
Q

Information Strategy is

A

Is a complex of implicit or explicit goals, visions, guidelines and plans with respect to the supply and demand of formal information in an organization sanctioned by management, intended in the long run to support the objectives of the organization and adjust to the environment

41
Q

Which seven strategies exist to get a blocker’s approval? How effective are they?

A

Rational persuasion (B0 = 0.326) - Significant relation

Personal appeals (B1 = 0.338) - Significant relation

Consultation (B2 = 0.086) - Very weak relation

Coalition (B3 = -0.100) - Slightly negative relation

Pressure (B4 = -0.254) - Significant negative relation

Ingratiation (B5 = ?)

Exchange (B = -.299) Significant negative relation

42
Q

What are the five hype stages of emerging technologies? What is their relative hype?

A
  1. Innovation trigger - Begins low, but increasing rapidly
  2. Peak of inflated expectations - Highest, but will decrease rapidly
  3. Trough of disillusionment - Lowest, but transitioning into medium
  4. Slope of enlightenment - Begins low, but transitions into medium
  5. Plateau of productivity - Medium, stays medium
43
Q

How does (controlled) social media usage increase productivity and retention?

A
  1. Social media increases the amount of structural holes / weak ties within a social network (or between cliques)
  2. These weak ties / structural holes increase the likeliness of novel and non-redundant information (information richness) to be brought into the network
  3. Increased information richness leads to increased information diversity, and increased social communication

4A. Increased information diversity leads to increased productivity

4B. Increased Social Communication leads to increased retention (employees are happier in their work)

44
Q

What are the three foundational elements of a IT contract?

A

Process ownership

Service-level objectives

Service-level contents

45
Q

What are the four change elements of a IT contract?

A

Feedback processing

Future demand management

Planning of Innovation

Anticipated change

46
Q

What are the four governance elements of a IT contract?

A

Communication

Measurement charter

Conflict arbitration

Enforcement

47
Q

What are the three RELATIONAL governance elements of a IT contract?

A

Relational Strength

Harmonious conflict resolution

Mutual dependence

48
Q

What are the two goals of a IT contract?

A

Trust and relationship commitment

49
Q

What are the three aspects of relationship commitment in a IT contract?

A

Durability

Input

Consistency

50
Q

What are the three aspects of trust (in a contract or in the CIO)

A

Benevolence (quality of being, wellness. trusting the other party will act in shared interests)

Honesty

Ability

51
Q

What are the three aspects of relationship strength?

A

Solidarity

Information exchange

Flexibility

52
Q

What basic service types exist?

A 
Software as a Service
Platform as a Service
Infrastructure as a Service
Traditional Service approach
Off-the-shelf products
53
Q

What is PaaS and what subtypes exist?

A

Platform as a Service

Subtypes: Framework-aaS, Runtime environment-aaS

54
Q

What is IaaS and what subtypes exist?

A

Infrastructure as a Service

Subtypes: Operating System-aaS, Hardware-aaS

55
Q

What deployment types exist?

A

Traditional approach

On-premise, IT service outsourcing

On-premise private cloud

Dedicated private cloud

Shared cloud

Public cloud

56
Q

What are the four deployment attributes?

A
  • Location of computer resources?
  • Who owns the computer resources?
  • Who manages the computer resources?
  • Who else uses the computer resources?
57
Q

What are the three basic vendor selection criteria?

A

Scalability

Robustness

Workflow management

58
Q

What are the four additional vendor selection criteria?

A
  • Probability that the vendor will deliver and supports the client
  • Ease of adding, upgrading, and swapping components (upward flexibility)
  • Ability to dictate contract terms
  • Priority among other clients
59
Q

What forms of business integration exist?

A

Horizontal integration

Vertical forward integration

Vertical backward integration

Virtual integration

60
Q

What are requirements for virtual integration?

A

Trust between firms

Partner relationship management

Contract managers

A Partner coordination process

61
Q

What are the three standardization enforcement strategies?

A

Voluntary compliance

Strict enforcement

Gradual migration

62
Q

What is the difference between business process standardization and business process integration?

A

BP Standardization is the extent to which different BUs perform the same process the same way

BP Integration is the extent to which different BUs share data between related, but separate processes

63
Q

How does innovation (with IT) come about?

A
  1. IT enables potential absorptive capacity
  2. IT enables realized absorptive capacity
  3. Realized absorptive capacity becomes ideated innovation when patents are requested
  4. Drawn from patents, product and services are developed. This is augmented by IT-enabled social integration
64
Q

What are the five important categories of Technology Business Management? What is their relative perspective view?

A

Business Unit (1) & Business Capabilities (2) (Business view)

Products & Services (3) (IT View)

IT Towers (4) (IT View)

Cost pools (5) (Finance view)

65
Q

What are the five archetypes in the TBM Journey?

A

Type 1. Transparency-driven

Type 2. Cost optimizer

Type 3. Portfolio optimizer

Type 4. Services provider

Type 5. Digital enterprise

66
Q

(Rabobank) What are the costs of a service component?

A

FTE Cost per service

Direct Costs

Indirect costs from other service components

Related project costs

67
Q

(Rabobank) What are the TBM Model layers?

A

TCO per Business Application Suit

TCO per (sub)Application

Tooling including allocation

Sources

68
Q

(Rabobank) When reporting cost to the business units, what are the five detail levels?

A

Business Application Suite Cost

Application Costs

Trend per application

Cost detail per application

Server Level

69
Q

(Rabobank) What are the four main challenges when managing 1500 applications?

A

People & Organization

Process

Infrastructure

Technology

70
Q

(Rabobank) What are the five aspects to ACT! migration approach?

A

Planning, monitoring and reporting

Benefits tracking & Optimization

Acceleration and migration pre-requisites

Migration engagement & Promotion

Cloud organization, technology and process design

71
Q

What are the two main aspects of CIO Business Competence? How important are they?

A

Organization Specific Skills (B0 = 0.716)

Interpersonal &Management (B1 = 0.363)

72
Q

What are the four sub-aspects of organization specific skills of CIO Business competence?

A

Organization overview

Organization Unit

Organization responsibility

IT-Business Integration

73
Q

What are the three sub-aspects of interpersonal & management skills of CIO Business competence?

A

Knowledge networking

Interpersonal communication

Leadership

74
Q

What is business alignment?

A

The degree to which the higher level, externally focused business strategies are aligned with the lower level, internally focused business infrastructure and processses

75
Q

What is Strategic alignment?

A

The degree the business strategy supports and is supported by the IT strategy

76
Q

What is IT alignment?

A

The degree to which the higher level, externally focused IT strategies are aligned with the lower level, internally focused IT infrastructure and processes

77
Q

What is operational alignment?

A

The lower level, internally focused operational level of alignment deals with how the business infrastructure and processes align with the IT infrastructure and processes

78
Q

What should be the investment level for IS for efficiency for the following information system?

Operational Support Systems
Market Information Systems
Inter-organizational systems
Strategic decision systems

A

Operational Support Systems - High
Market Information Systems - Low
Inter-organizational systems - High
Strategic decision systems - High

79
Q

What should be the investment level for IS for flexibility for the following information system?

Operational Support Systems
Market Information Systems
Inter-organizational systems
Strategic decision systems

A

Operational Support Systems - Low
Market Information Systems - High
Inter-organizational systems - Medium
Strategic decision systems - High

80
Q

What should be the investment level for IS for comprehensiveness for the following information system?

Operational Support Systems
Market Information Systems
Inter-organizational systems
Strategic decision systems

A

Operational Support Systems - Medium
Market Information Systems - High
Inter-organizational systems - High
Strategic decision systems - High

81
Q

What two types of misalignment can occur in operational alignment (between organizational- and IT infrastructure & processes)? What are the five areas for misalignment?

A

Imposition and deficiency

Proces misalignment
Data misalignment
Role misalignment
Control misalignment
Culture misalignment
82
Q

What are the three important systems for IS for efficiency?

A

OSS, IOS, SDSS

83
Q

What are the two important systems for IS for flexibility?

A

MarkIS, SDSS

84
Q

What are the three important systems for IS for comprehensiveness?

A

MarkIS, IOS, SDSS

Information Management (21 decks)

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