Deck 6: Information Systems Strategy

Question 1

In the business impacting IS Strategy approach:

A) IS Strategy is independent of business strategy
B) IS Strategy strongly influences business strategy
C) IS strategy formulated according to business objectives
D) business strategy is independent of IS Strategy
E) none of the above

Answer 1

IS Strategy strongly influences business strategy

Question 2

The IS strategy tool that reviews how IS applications increase organizational efficiency of information transfer is:

A) McFarlans strategic grid
B) Five forces analysis
C) Value chain analysis
D) Porter's competitive strategies
E) None of the above

Answer 2

Value chain analysis

Question 3

Which of the following is a typical sequence of activities in IS Strategy development?

A) Strategy formulation, Situation analysis, Objective setting, Strategy implementation
B) Situation analysis, Strategy formulation, Strategy implementation, Objective setting
C) Situation analysis, Objective setting, Strategy formulation, Strategy implementation
D) Objective setting, Strategy formulation, Strategy implementation, Situation analysis,
E) None of the above

Answer 3

Situation analysis, Objective setting, Strategy formulation, Strategy implementation

Question 4

The approach to IS Strategy with limited autonomy for control and resource of IS in departments and satellite offices is:

A) centralised IS management
B) decentralised IS management
C) outsourced IS management
D) insourced IS management
E) none of the above

Question 5

The benefits that are often associated with the centralisation of the IS/IT function within an organisation include:

A) a higher degree of responsiveness to user requests
B) the reduced risk of missing or ignoring important control issues
C) the ability of end-users to undertake their own development projects
D) reduced overheads when compared to decentralised control
E) none of the above

Question 6

Applications in the High Potential quadrant of McFarlans strategic grid are best described as:

A) applications that are critical to sustaining future business strategy
B) the organisation currently depends on these applications for success (mission critical).
C) these applications are valuable to the organisation but not critical to its success.
D) these applications may be important to the future success of the organization
E) none of the above

Question 7

Applications in the Support quadrant of McFarlans strategic grid are best described as:

A) applications that are critical to sustaining future business strategy
B) the organisation currently depends on these applications for success (mission critical)
C) these applications are valuable to the organisation but not critical to its success
D) these applications may be important to the future success of the organization
E) none of the above

Question 8

Applications in the Strategic quadrant of McFarlans strategic grid are best described as:

A) applications that are critical to sustaining future business strategy
B) the organisation currently depends on these applications for success (mission critical).
C) these applications are valuable to the organisation but not critical to its success.
D) these applications may be important to the future success of the organization
E) none of the above

Question 9

Applications in the Key operational quadrant of McFarlans strategic grid are best described as:

A) applications that are critical to sustaining future business strategy
B) the organisation currently depends on these applications for success (mission critical).
C) these applications are valuable to the organisation but not critical to its success.
D) these applications may be important to the future success of the organization
E) none of the above

Question 10

In Nolan's stage model of the evolution of IS/IT within businesses, the contagion stage is characterised by:

A) emphasis on functional applications to reduce costs
B) rapid growth of budgets
C) low expenditures for data processing
D) IS raised higher in the organization
E) None of the above