Methodology standards
System testing
System backup
All of the above
Informal systems are always less efficient.
The usage of an informal system by users means that the formal system is deficient in some way and users have designed ways to work around it.
Informal systems require natural language processing, but formal systems do not.
All of the above
True
False
Component
Environment
Storage
Interface
Outputs
Inputs
Storage
Memory
Outputs
Inputs
Storage
Memory
Functional analysis.
Factoring.
Interfacing.
Hierarchical decomposition.
ITIL rule.
Check digit.
Lottery number.
None of the above
To take advantage of the simplicity of a system
To analyze or change only part of the system
To design and build each subsystem at the same time
To increase the interdependence of the system components
Slack resources to provide alternative paths
Usage of standards
Sharing data stores
Benchmarking
How; what
How; why
What; how
Why; what
Functional system description
Logical system description
Physical system description
Network system description
Integrating information processing into the work that produces the information
Building reengineering efforts around legacy systems
Developing parallel processes for redundancy
Escalating decision-making up an organizational hierarchy
Requirements, design, and implementation.
Definition, construction, and implementation.
Specifications, development, and installation.
Feasibility analysis, testing, and maintenance.
The system is functionally designed, and then its physical design is specified.
The new system is installed.
Business and systems professionals document systems needs and feasibility.
Data and procedures from the old system are converted.
The system is functionally designed, and then its physical design is specified.
The new system is installed.
Business and systems professionals document systems needs and feasibility.
Data and procedures from the old system are converted.
The system is detailed functionally, and then its physical design is specified.
Programs and computer files are designed.
Operational feasibility is conducted.
Data and procedures from the old system are converted.
Logical To-Be model.
As-Is model.
Physical To-Be model.
Want-To-Be model.
Major modules.
Databases.
Data flows.
Processes.
Work process flow diagram
Context diagram
Data flow diagram
Swimming lane diagram
Sender
Process
Data flow
Data store
An element in the environment of the system that sends or receives data.
Data in motion.
Data at rest.
A process component.
Data at rest.
Data in motion.
An element in the evironment of the system that sends or receives data.
A process component.
Data at rest.
Data dictionary/directory.
Process.
External entity.
Program chart.
Data dictionary.
Entity-relationship diagram.
Data flow diagram.
Sharing commonalities between classes of objects.
A relationship between a generalized object class and one or more specialized classes.
Storing data and related operations together within objects.
The reusability of objects across a wide variety of applications.
Class diagram
Context diagram
Sequence diagram (to capture messages)
Use Case diagram
Each program is tested individually and in combination with other programs.
The results from processing typical and atypical inputs are examined.
Users are involved in the system testing.
Validation rules and calculations are checked.
CCM
COSO
ITIL
None of the above
Batch totals.
Encryption rules.
Access privileges.
Edit rules.
Logical access controls.
Physical access controls.
Backup procedures.
Audit trails.
True
False
True
False
Definition
Construction
Implementation
Final
Economic
Operational
Time-driven
Technical
End user
Business manager
IS analyst
Both B and C
SDLC
Prototyping
RAD
XP
System building
Requirements definition
System design
Feasibility analysis
Both users and IS analysts.
Users only.
IS analysts only.
Independent third parties.
Module testing, subsystem testing, integration testing, acceptance testing
Subsystem testing, acceptance testing, integration testing, module testing
Acceptance testing, integration testing, subsystem testing, module testing
Module testing, integration testing, subsystem testing, acceptance testing
Pilot strategy.
Phased strategy.
Cutover strategy.
Parallel strategy.
Pilot strategy.
Phased strategy.
Cutover strategy.
Parallel strategy.
Parallel strategy
Phased strategy
Pilot strategy
Entrepreneurial strategy
Costly
Time consuming
Risky
All of the above
Generally increases over time.
Generally decreases over time.
Generally stays about the same over time.
Is variable depending on the system.
Approve funds for the project
Oversee multiple project phases
Determine how long each development task will take
Form a project team with appropriate knowledge and skills
Ensure the promised benefits of a system are achieved
Develop detailed system requirements
Train users
All of the above
Develop initial prototype
Use prototype and note desired changes
Revise and enhance prototype
Assist with converting the prototype to an operational system
Only basic system requirements are needed at the front-end of the project.
End-prototype typically has more security and control features than a system developed with an SDLC process.
Strong top-down commitment may be less necessary at the outset of the project.
User acceptance is likely to be higher than with a system developed using an SDLC process.
Firms use the approach to explore the use of newer technologies.
Documentation is less complete than with traditional systems development approaches.
Less security and control features are incorporated than with traditional SDLC approach.
All of the above
Requirements definition
Feasibility analysis
System design
System building
To establish and demonstrate basic concepts of the new system and to get buy-in from key stakeholders
To demonstrate the technical feasibility of the new system
To test a complex system
Both A and B
RAD
Piloting
JAD
CASE
RAD.
Piloting.
JAD.
CASE.
Dramatic savings in development time.
System quality much higher than with SDLC.
Focuses on essential system requirements.
Ability to rapidly change system design at user request.
The system requirements do not have to be explained to an IS analyst.
If the system is a high priority for a business unit, it does not have to compete with other business units for IS personnel to work on it.
Business managers have more control over the development costs for the application.
All of the above
A similar application may already exist in another business unit, so it could be a redundant effort.
Users typically pay more attention to system controls for ensuring data quality and security, and therefore development costs are higher.
It is common for user developers to change jobs.
User-developed systems are frequently less well documented.
Application, development tool, and telecommunications characteristics
Training classes attended by user, IS professional certifications, security issues
Application, development tool, and developer characteristics
Number of years developer has been in the organization, the application size, and the cost of the development tool
The number of users of the application
The potential impact on operations or decisions based on the application
The average age of the developer
Both A and B
Inadequate system testing.
Inadequate knowledge of the business problem.
The usage of a prototyping methodology.
Too much time spent on documenting the system.
It is a one type of so-called agile approaches to systems development
Programmers write code in pairs and test their own code
Both definition and construction tasks are accomplished together
It works best when developing large-scale, complex transaction processing systems
XML.
RAD.
Scrum.
JAD.
Communicate frequently
Closely monitor and manage the work of the outsourcer's staff
Create a centralized project management office
Hire offshore legal expertise for writing contracts
True
False
True
False
True
False
True
False
True
False
True
False
True
False
It is typically more expensive than custom development.
The package seldom totally fits the company's needs.
It takes much longer to implement because of the software's complexity.
There is no documentation.
The purchasing organization does not purchase software licenses or install the software on its own equipment.
A 3rd-party organization delivers the software functionality via the Internet.
The purchasing organization typically pays to the ASP the up-front costs for the software licenses for all potential users.
Because the software is typically already installed on the ASP's host computer, the implementation is typically faster.
System design
System building
System testing
Feasibility analysis
Feasibility analysis
Requirements definition
Establish evaluation criteria
System testing
System testing plan.
Vendor contract.
System design.
RFP.
Does not need to create a requirements definition.
Plays a significant role in user acceptance testing for the vendor.
Performs all necessary maintenance on the package.
Plays a significant role in determining the functionality of the package.
Does not need to create a requirements definition.
Plays a significant role in user acceptance testing for the vendor.
Performs all necessary maintenance on the package.
Plays a significant role in determining the functionality of the package.
More, less
Less, more
More, more
Less, less
Functional capabilities of the packaged system
Technical requirements the software must satisfy
Business characteristics of the vendor firm
All of the above
Request for proposal.
Requirement for program.
Review of product.
Request for product.
Software demonstration of the package
References from users of the software package in other companies
In-house user acceptance test results
Both A and B
Modify the software package.
Change business procedures to match the software.
Both A and B
None of the above
It is likely that there will be discrepancies between the organization's needs and the package's capabilities.
If modifications are made to a package, it will not impact what modifications may need to be made when the vendor releases an upgraded version of the package.
Procedural assumptions incorporated into a package may be better ways of doing things than the company's current procedures.
None of the above
Number of licenses.
Payment schedule.
Feasibility analysis.
Software specifications.
The purchasing company.
The vendor.
Both the purchasing company and the vendor.
Neither the purchasing company nor the vendor.
The purchasing company.
The vendor.
Both the purchasing company and the vendor.
Neither the purchasing company nor the vendor.
A contract with the vendor.
A contract with a third party.
Obtaining the source code from the vendor.
All of the above
Vendor support before the installation
Vendor support after Go Live
The number of different business units implementing the software and their locations
All of the above
Convert data to useable form.
avoid resistance by business users to a new system being implemented.
Help with personnel shifts in a company.
Negotiate a contract.
Installation planning
Data cleanup
Acceptance testing
User Training
The vendor may go out of business before the client wishes to stop using the system.
Vendors continue to support all prior versions of a package.
New versions of a system may include undesired changes.
A well-designed contract with a vendor can result in considerable cost avoidance over the life of the system.
Business unit representatives who will use the system
Attorneys
Purchasing specialists
All of the above
Attorney.
Project manager.
Purchasing specialist.
All of the above
How much the package costs.
Being a Beta site for the vendor.
How well the Definition phase was conducted.
All of the above
Being the first to test the system.
Less time needed for the implementation phase.
An application that takes into account unique organizational needs.
IS people resources can be dedicated to projects for systems that can't be purchased.
Infusion of external expertise
IS resources freed up for other projects
Higher application quality
Both A and C
Costs more than if custom developed (in-house or contractor)
) IS and business personnel's lack of detailed knowledge about how the package works
Dependence on an external vendor
Dependence on an external vendor
ERP systems require training on how to write interfaces and queries.
A risk of purchasing ERP systems is the dependence on a single vendor for all core business processes.
ERP systems typically involve a lot of custom interfaces to legacy systems.
ERP systems are very expensive to purchase.
Project leaders should have prior experience with large scale systems.
Third party consultants should transfer their knowledge, not just implement.
Top management should be engaged in the project to ensure managerial buy-in.
The ERP system should be customized to match current business processes.
Complete documentation for the software is freely available.
The acquisition cost is the same for one copy or thousands of copies.
The source code can be modified to add new features.
The organization is not dependent on one vendor or proprietary code.
True
False
True
False
True
False
True
False
True
False
True
False
True
False
Conflict management
Managing project communications
Risk management
Integration management
Project management.
Life-cycle management.
Change management.
Program management.
Scope
Time
Procurement (including contract management)
Cost
Technical feasibility study.
Project charter.
Gantt chart.
Work breakdown analysis.
Program Management Office.
PMI.
Portfolio Management Team.
Project Oversight Committee.
Absolute Must and Highly Desired/Business-Critical projects are typically funded in the year submitted.
Wanted projects with an ROI greater than 12 months are never funded.
Nice to Have projects are typically outsourced.
All of the above
Expected business benefits
Initial development costs
Ongoing costs for operations and maintenance
All of the above
Project scheduling
Project budgeting
Project staffing
All of the above
Development of the initial project proposal
An assessment of the detailed system design
Ensuring resources are available for the project team
Both A and C
The company's CIO.
An influential business manager in the company.
The company's CSO.
An outside consultant.
Timeboxing.
Work breakdown analysis.
Project scheduling.
Milestone analysis.
Understand the interdependencies among project tasks and subtasks.
Identify all of the project tasks and subtasks.
Correctly estimate the number of resources needed to complete the tasks.
Correctly estimate the total time needed to complete all tasks.
Cost elements are estimated only at the lowest task level.
Cost elements are estimated using the last project after adjusting for inflation.
Cost elements are aggregated from subordinate tasks.
None of the above
They are too optimistic about what is needed to do the job.
They tend to leave components out that should be estimated.
They do not use a consistent estimation methodology.
They do not rely on historical project costs.
They are too optimistic about what is needed to do the job.
They tend to leave components out that should be estimated.
They do not use a consistent estimation methodology.
They do not rely on historical project costs.
Conservative estimates
Control mechanisms focused on greatest project uncertainties
Control mechanisms focused on organizational vulnerabilities
All of the above
The project's broad objectives, but not its intended scope.
Any unknown constraints.
The estimated project benefits.
All of the above
Gantt chart.
PERT chart.
Work breakdown.
Project charter.
Gantt chart
PERT chart
Work breakdown
Project charter
Inadequate business stakeholder involvement or participation in the project
Subject matter experts (SMEs) in the business are overscheduled
Both A and B
None of the above
Risk identification
Risk assessment
Risk monitoring
All of the above
During the beginning of a project
After the planning stage
During the execution and control stage
None of the above
Assigning the best human resources available to reduce a specific type of project risk
Choosing an alternative technical approach to avoid risk exposure
Subcontracting a specific deliverable to a third-party
All of the above
Relying too heavily on the use of consultants.
Failing to increase the resources working on the project.
Ignoring negative feedback.
All of the above
The complexity of the new system.
The selected hardware.
Changes in the managerial power structure due to the new system.
Fear of computers.
Unfreezing stage
Moving stage
Refreezing stage
Transitioning stage
Who did something wrong?
What went wrong on this project, not what went right?
What could the project leaders have done differently?
All of the above
Communications about the project to all affected employees
Training on the system and process changes
The need for incentives to key team members
All of the above
Differences in communication norms across working groups
Unfamiliarity with a team member's culture
Lack of trusting relationships across team members
All of the above
True
False
True
False
True
False
True
False
True
False
876,000
4.2 million
16.7 million
1 billion
Identity theft.
Illegal spam e-mail
Spoofing.
Phishing.
The types of targets they select.
The tools that they use.
Their level of malicious intent.
Whether they are internal or external to the target organization.
Business managers
Managers who only work on IT applications
The CSO
None of the above
Business survival.
Business renewal.
Business growth.
Business start.
The organization's computing resources (hardware, software, network services) are company property.
An employee does not have privacy rights to their usage of these computing resources.
Specific types of computing behavior are prohibited by federal or state laws.
All of the above.
Usage of social media
Usage of emails
Usage of external websites
None of the above
Assign a person or persons to be responsible for HIPAA compliance
Decide whether or not to comply with HIPAA
Take out HIPAA compliance insurance
All of the above
Cyber terrorists
Computer felons
Hackers
Crackers
Individuals within organizations can make copies and save them.
Individuals can forward copies to others.
Individuals do not completely remove them from their storage devices.
All of the above
Annualized Expected Losses and Annualized Cost of Actions
Benefits of remote PC access
Electronic records management
None of the above
Historical experiences of the organization
Industry averages
Recent incidents only (typically the past 6 months)
Both A and B
The CEO
The CFO
The CSO
The CIO
Risk Assessment
Monitoring
Control Environment.
All of the above
Financial Privacy Rule
Credit Information Rule
Safeguards Rule
None of the above
Significantly strengthens
Significantly weakens
Has no effect
None of the above
Justification for quickly removing employees who behave improperly.
Compliance with one part of SOX.
Better ability to be insured.
All of the above
Access Control Policies (e.g., password controls)
External Access Policies (e.g., accessing the Web and Internet)
Usage of Social Security Number Policies. (e.g., whether it is an identifier)
Acceptable Use Policies (e.g., usage of organization's computer resources)
Business Contingency Planning.
Disaster Recovery Planning.
Business Continuance Planning.
Business Continuity Planning.
Managers must determine what their real information assets are and assign values and priorities for them.
Managers must determine how long the organization can function without a specific information asset.
Departmental managers and the owners of the information assets need to develop and implement the security procedures to protect all major information assets.
All of the above
CSO or CISO
CEO
COSO
All of the above
Crackers have successfully used hacking techniques to wipe out hard drives, steal information, and disrupt government activities.
Hackers have helped to point out security vulnerabilities in computer software.
Data and application encryption are not considered robust security approaches.
Common civilian targets include power grids and financial networks.
Defining what constitutes an electronic transaction
Classifying specific records based upon their importance, regulatory requirements, and duration.
Formulating and managing SOX compliance
All of the above
Backup IT sites are too close to data centers
Plans are needed for alternative workplaces for human resources
Evacuation plans should be practiced
All of the above
The organization has a CIO.
They are responsible for establishing and maintaining internal financial controls.
The organization has a CSO.
All email over one year old has been securely deleted.
Inventorying all desktop PCs, but not laptops.
Keeping files on magnetic tape.
Identifying interdependencies between critical business processes and business units.
Following Federal Rules of Civil Procedure.
Hardcopy distributions to all employees, not just new employees
Email distributions
Posting the policy on the organization's intranet
All of the above
True
False
True
False
True
False
True
False
True
False
True
False
The theft of personal information
Increased potential for exploitation of children (child pornography)
Theft of an organization's intellectual property
Difficulties in connecting with people in other regions of the world
Technology changes very quickly.
Those who create laws generally have little expertise with complex IT issues.
The existing laws can easily be reinterpreted to apply to new technologies.
Laws are difficult to create in an Internet age when it is difficult to determine which country has legal jurisdiction.
Managers.
Stockholders.
Customers.
All of the above
5%
10%
25%
50%
DoubleClick
ClickTrack
AdClick
IT is having a growing impact on people's lives.
Managers are making decisions about how IT is being used within an organization and with suppliers and customers.
None of the above
Both A and B
Do no harm
Treat others as you would like them to treat you
Forbid killing
No stealing
Ignoring the developers
Ignoring members of your organization
Ignoring members of your segment of society
Ignoring some affected parties
Spoofing.
Cracking.
Hacking.
Phishing.
The number of Americans affected is on the increase
Financial losses due to identity theft of Americans is on the increase
Losses by credit card companies have increased because these companies absorb the cost if your credit card is misused
None of the above
Banks don't pursue all potential cases because of the high cost of investigating.
Police don't vigorously pursue cases even though money has been taken from the victim.
It is a U.S. federal crime.
Both A and C
A great deal of legislation that purports to offer some privacy protection
There are not laws concerning legal rights to privacy
A government agency is allowed to gather information for one purpose and use it for another purpose
The federal protection of private healthcare information is not a concern of the government because of the need to learn more about the effectiveness of pharmaceuticals
It can be shared without losing it
What IP can be owned differs from one society to another
IP ownership rights are generally limited by time
Sharing IP has become more difficult over the years
The financial institution has no obligation to comply with this request.
It often takes a lot of effort and time for customers to understand how to accomplish it.
A written request from a government official is required.
All of the above
A restricted flow of data among companies.
Consumer data are primarily viewed as a saleable, usable asset that belongs to the corporation that collected the data.
Having its citizens be in control of their personal data.
A more protective position of personal rights with respect to data about individuals than the European position.
An identity theft.
A credit information theft.
An intellectual property theft.
Internet file sharing.
Computers can sift through mountains of data better than humans.
Computers can be programmed to replace human experts in the workplace.
The degree to which a robot acts ethically depends on how it is programmed.
All of the above
A small record stored on the user's computer that identifies the user to a Web site.
A worm.
Always harmful to your personal computer.
All of the above
Eavesdropping on spoken personal conversation.
Reading employees e-mails.
Videotaping workers.
Recording employee phone calls.
North America
Western Europe
Asia/Pacific
Latin America
North America
Western Europe
Asia/Pacific
Latin America
Patents.
Copyrights.
All of the above
None of the above
The overall number of infringement lawsuits is decreased
) it accelerates innovations among smaller firms
The growth of small software firms is inhibited
None of the above
Has caused the software industry to become unprofitable.
Is fairly consistent across countries throughout the world.
Typically is not rigorously deterred by governments in less developed countries.
Has a very low rate in former communist countries.
Provides effective protection against software piracy
Makes it illegal to copy software and use it without the software vendor's permission
Gives the creator the exclusive right to the manufacture and uses what has been patented for a limited period of time
All of the above
African countries.
Indonesia and Paraguay.
Western Europe.
United States.
First gained widespread popularity with the advent of Napster.
Was upheld by U.S. courts, which meant Napster was able to remain in business.
Was first made possible with the use of B2C files.
Cannot be traced so people cannot be prosecuted.
IBM also filed dozens of lawsuits to enforce these patents
Open source organizations filed lawsuits alleging that Microsoft is infringing upon their patents
It slowed down the growth of open source communities.
Public backlash caused Microsoft to withdraw the statements
They rarely contain inaccurate data
Inaccuracies are not usually spotted because many individuals do not review their reports regularly
There are no laws that govern them
They are easily corrected if found inaccurate
10%
More than 10% but less than 25%
About 50%
90%
The personalization of content on an e-commerce site
The use of cookies to track patterns across visits
Its "one-click-ordering" process
The "buy it now" feature
True
False
True
False
True
False
True
False
True
False
Economic
Operational
Technical
Integration
None of the above
Module testing, acceptance testing, subsystem testing, integration testing
Module testing, subsystem testing, integration testing, acceptance testing,
Subsystem testing, acceptance testing, integration testing, module testing,
Acceptance testing, integration testing, subsystem testing, module testing
Module testing, integration testing, subsystem testing, acceptance testing
Systems definition
Feasibility analysis
System design
System building
None of the above
Thet system requirements do not have to be explained to an IS analyst
If the system is a high priority for a business unit, it does not have to compete with other business units for IS personnel to work on it.
It is common for user developers to change jobs.
Business managers have more control over the developement costs for the application.
All of the above
Application, development tool, and telecommunications characteristics
Application, development tool, and developer characteristics
Training classes attended by user, IS professional certifications, security issues
Application, training tools, and organization characteristics
Number of years developer had been in the organization, the application size, and the cost of the developement tool
True
False
Time and cost management
Managing project communications
Risk management
Integration management
Conflict management
Expected business benefits
Initial development costs
Ongoing costs for operations and maintenance
Review an initial return on investment (ROI) analysis
All fo the above are part of a business case for a new systems project
Identify all of the project tasks and subtasks
Estimating task completion times based on a level of expertise associated with an experienced worker
Correctly estimate the number of resources needed to complete the tasks.
Correctly estimate the total time needed to complete all tasks.
None of the above
Assigning the best human resources available to reduce a specific type of project risk
Choosing an alternative technical approach to avoid risk exposure
More will be lost if things go wrong so just ignore negative feedback
Subcontracting a specific deliverable to a third-party
None of the above
Differences in communication norms across working groups
Unfamiliarity with a team member's culture
Lack of trusting relationships across team members
Team members are not collocated and then cannot meet face-to-face regularly
None of the above
True
False