Management Information Systems
Exam Materials
Course Introduction
Management Information Systems explores the integration of technology, people, and processes to support effective organizational decision-making and operations. This course covers the foundational concepts of information systems, including their strategic role in business, system development life cycles, database management, information security, and the ethical implications of technology in the workplace. Students gain practical insights into how businesses leverage information systems for competitive advantage, efficiency, and innovation, preparing them to analyze, design, and manage technology-driven solutions in various organizational contexts.
Recommended Textbook Enterprise Systems for Management 2nd Edition by
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Page 2
Luvai Motiwalla
Chapter 1: Introduction to Enterprise Systems for Management
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Q1) What criteria should be used when selecting an ERP software vendor?
Answer: An organization must carefully consider their current and future needs across the entire enterprise. In the beginning, this may just involve estimating the number of users who will be accessing the enterprise applications. Depending on the particular industry, some ERP vendors may have developed better industry "best practices" that will fit with the organization's business needs better. This assessment should look at the functionality that is needed and make sure the vendors can meet these needs. Once the list is down to 3 or 4 vendors, they should be invited to submit detailed proposals. Part of this process will involve the vendors installing their software on a company server or "sandbox" where some users can be invited to test out the software. Other criteria for considering the software should involve the quality of support and the procedure for installing upgrades and obtaining licenses. There should also be a sizeable pool of IT labor available at a reasonable price in order to maintain it after implementation.
Q2) No single information system can support all the needs of a business.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Systems Integration
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Q1) In a decentralized computer architecture, every user is given a personal computer.
A)True
B)False
Answer: True
Q2) How have organizations evolved into vertical silos over the years? What impact does this have on information sharing?
Answer: Since the late 1960s, researchers found that organizations divided up responsibility in hierarchical layers. These layers were associated with strategic planning, management control, and operational control. These layers in the organization helped to define the business roles at each level; i.e. CEOs focused on strategic planning, managers focused on management control, and line-level people were involved in day-to-day operations. With respect to information sharing and systems, each layer has different information and reporting needs, so they typically had totally separate systems to support their individual needs. These systems were not oriented towards sharing information up and down the vertical silo or hierarchy.
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4
Chapter 3: Enterprise Systems Architecture
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Q1) One benefit of using a financial module is that it provides strong support for Sarbanes-Oxley reporting.
A)True
B)False
Answer: True
Q2) The purchasing module must be tightly integrated with the inventory control and the sales logistics modules.
A)True
B)False
Answer: False
Q3) Today's IT infrastructure focuses on integrating the corporate architecture with the GUI and extending it beyond the organization.
A)True
B)False
Answer: False
Q4) Most ERP vendors offer an online storefront as part of the sales module.
A)True
B)False
Answer: True
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Chapter 4: Development Life Cycle
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Q1) The SDLC process involves high-level problems and so doesn't require technical problem solving skills.
A)True
B)False
Q2) In the ________ phase of the traditional SDLC, the functional requirements have to be converted to system and process flow charts, user input screens, sample reports, etc.
A) maintenance
B) design
C) implementation
D) analysis
E) investigation
Q3) When the government wants to develop a new procurement tracking system for its military they would probably build it using:
A) prototyping.
B) SDLC processes.
C) end-user development.
D) the ERP life cycle.
Q4) Describe a methodology for rapid system development.
Q5) How is the traditional ERP life cycle different from the traditional SDLC?
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Chapter 5: Implementation Strategies
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Q1) A project methodology should address all the components of the project from project startup through system planning.
A)True
B)False
Q2) The ________ team customizes the systems functionality.
A) functional
B) change management
C) development
D) data migration
Q3) Integrating other systems is a major problem for ERP systems.
A)True
B)False
Q4) The person who is ultimately responsible for the success of the ERP implementation is the consultant.
A)True
B)False
Q5) In general, interfaces should be two-way.
A)True
B)False
Q6) Describe the different software components used in an ERP system.
Page 7
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Chapter 6: Software and Vendor Selection
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Q1) The RFP should specify what infrastructure the company already has in place.
A)True
B)False
Q2) If the ERP vendor is a publicly traded firm it is useful to examine public reports to make sure they are in strong ________ position.
A) managerial
B) growth
C) technical
D) financial
Q3) After researching all the ERP vendors, the results should be a short list of possible vendors.
A)True
B)False
Q4) Describe the main ERP vendors and what distinguishes them from the rest.
Q5) Once the decision has been made to implement an ERP system, the initial step is to select an ERP vendor.
A)True
B)False
Q6) What should be the first step in the process of selecting an ERP vendor?
Page 8
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Chapter 7: Operational and Post Implementation
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Q1) If everything isn't ready by the first readiness assessment, the go live date should be pushed back.
A)True
B)False
Q2) The readiness process will focus on assessing whether the system configuration is ready for go live.
A)True
B)False
Q3) The first task of the ________ plan should be monitoring the transition from the one phase to the other, enabling a smooth transfer of knowledge.
A) design
B) functional requirements
C) knowledge management
D) transition
E) cut-over
Q4) Why is training so important for ERP implementations? What are some of the ways it can be delivered?
Q5) How does an organization know when it is ready to go live with the new ERP system?
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Chapter 8: Program and Project Management
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Q1) If a(n) ________ is in a leadership position, this will increase project risks and create problems within the team.
A) team player
B) manager
C) SME
D) individual contributor
Q2) It is best to have a single work location for an ERP project team.
A)True
B)False
Q3) Hiring skilled ERP staff is not a problem for most ERP implementations.
A)True
B)False
Q4) Relying solely on internal IT personnel is likely to slow down the ERP project.
A)True
B)False
Q5) Why is it so important to have a knowledge transfer process in place?
Q6) Project management is focused on strategic goals.
A)True
B)False
Q7) Why is it so important to have a decision making process in place?
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Chapter 10: Global, Ethics, and Security Management
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Q1) Back office IT functions typically involve customer interactions.
A)True
B)False
Q2) Offshoring can be difficult because firms in different countries have the same local requirements.
A)True
B)False
Q3) When using a computer, most people spend the majority of their time using ________ applications.
A) custom
B) end-user developed
C) illegal
D) standard
E) none of the above
Q4) The biggest threat to privacy from ERP systems is from ________ activities.
A) BPR
B) data mining
C) security
D) data warehouse
Q5) What is outsourcing? How is it used in ERP systems?
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Chapter 11: Supply Chain Management
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Q1) With the introduction of ________ models such as EJB, DCOM, and CORBA, application integration has gotten easier.
A) IT
B) marketing
C) component-based
D) EAI
Q2) The company's local area network, or ________, which is behind the company firewalls, is an important component of e-SCM.
A) extranet
B) intranet
C) internet
D) WAN
E) none of the above
Q3) ERP vendors are adding more ________ functionality to their products and this is helping to blur the line between them.
A) data mining
B) system security
C) SCM
D) SFA
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Page 12
Chapter 12: Customer Relationship Management
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Q1) SFA tools help sales personnel to track sales leads and contact with customer.
A)True
B)False
Q2) Management must decide to go with a ________ CRM solution or select a single vendor to support all the CRM requirements.
A) expanded
B) web-enabled
C) reengineered
D) best-of-breed
Q3) How should CRM be integrated with customer delivery processes?
Q4) Why are some consumer advocates upset with the growth of CRM?
Q5) The goal of service management is to convert leads into customers.
A)True
B)False
Q6) The hardware requirements document will outline what the new CRM system capabilities should be. So this is a crucial document in the CRM implementation.
A)True
B)False
Q7) How is CRM integrated with the processes associated with data analysis?
Page 13
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Chapter 9: Organizational Change and Business Process
Reengineering
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Q1) In the FoxMeyer case, at a high level, they failed to develop a(n) ________ for the change that came with their ERP implementation.
A) example
B) training
C) business case
D) presentation
Q2) Functional and technical staff on the ERP implementation project should report to ________ rather than their home departments.
A) attorneys
B) consultants
C) executives
D) project leads
E) none of the above
Q3) Some team members will be ________ by the idea of changing a process.
A) fired
B) prompted
C) threatened
D) dumb founded
E) none of the above
Page 14
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