INFORMATION SYSTEM MANAGEMENT

SECTION A

SECTION A- CHOOSE THE CORRECT ANSWER

1. Management information systems (MIS)

a) creates and share documents that support day-today office activities

b) process business transactions (e.g., time cards, payments, orders, etc.)
c) capture and reproduce the knowledge of an expert problem solver
d) use the transaction data to produce information needed by managers to run the
business
e) none of the above

2. The term used to describe those people whose jobs involve sponsoring and funding the project
to develop, operate, and maintain the information system is

a) information worker
b) internal system user
c) systems owner
d) external system user
e) systems builder

3. The person who ensures that systems are developed on time, budget, and with acceptable
quality is a

a) systems designer
b) project manager
c) systems owner
d) external system user
e) systems builder
4. Which one of the following is not a business driver for an information system

a. business process redesign

b. knowledge asset management
c. proliferation of networks and the Internet
d. security and privacy
e. collaboration and partnership

5. If a university sets up a web-based information system that faculty could access to record
student grades and to advise students, that would be an example of a/an

a) CRM
b) intranet
c) ERP
d) extranet
e) none of the above

6. Which of the following is not a technology driver for an information system?

a) enterprise applications
b) object technologies
c) knowledge asset management
d) collaborative technologies
e) networks and the Internet

7. An information system that supports the planning and assessment needs of executive
management is

a. DSS
b. TPS
c. ERP
d. MIS
e. none of the above
8. Decision makers who are concerned with tactical (short-term) operational problems and
decision making are

a) middle manager
b) executive managers
c) supervisors
d) mobile managers
e) none of the above

9. When a bank uses information to launch a personalized credit card product this:

a) manages risks.
b) creates a new opportunity.
c) adds value.
d) reduces costs.
e) none of the above.

10. When a bank uses business performance management software to monitor its performance
in differences regions this:

a) reduces costs.
b) manages risks.
c) adds value.
d) creates a new opportunity.
e) none of the above.

11. When a bank offers web self-service for customers to answer their questions, the primary
outcome is

a) adds value.
b) manages risks.
c) reduces costs.
d) creates a new opportunity.
e) none of the above.
12. The general transformation cycle for information is:

a) information to data to knowledge

b) knowledge to data to information.
c) data to knowledge to information.
d) data to information to knowledge.
e) none of the above.

13. The most important attribute of information quality that a manager requires is:

a) relevance.
b) media.
c) presentation.
d) timeliness.
e) none of the above.

14. To improve the performance of a business process, which of the following is most relevant?

a) Input.
b) Processing.
c) All of the above.
d) Control and feedback
e) Output.

15. Who are the people that actually use the system to perform or support the work to be
completed?

a) system analysts
b) system designers
c) system owners
d) system builders
e) none of the above
16. Which is not a typical business function?

a) Sales
b) Service
c) Manufacturing
d) Accounting
e) Benefits and Compensation

17. Data integrity refers to

a) The simplicity of data

b) The privacy of data
c) The validity of data
d) The security of data

18. A purchase of books at the university bookstore is showing sales totals for the day is ......

....... The report at the end of the day

a) Information, data
b) Information, knowledge
c) Data, database
d) Data item, business intelligence
e) Data, information

19. A system is called ....... when the inputs, process and the outputs are known with certainty.

a) Probabilistic
b) Deterministic
c) Open
d) Close
20. Which of the following is NOT an objective of MIS?

a) Facilitate the decisions-making process

b) Provide requisite information at each level of management
c) Support decision-making
d) recruit people for system

21. What among the following are the primary characteristics that information must possess?

a) Relevance
b) Availability
c) Timeliness
d) Accuracy

22. The information of MIS comes from the

a) Internal source
b) External source
c) Both internal and external source
d) None of the above

23. An intranet that is accessible by outside workers.

a) Firewall
b) EXTRANET
c) MIS
d) P2P

24. In terms of a system, finished products and information are examples of

a) Feedback
b) Outputs
c) Control
d) Processing
Which of the following system components is responsible for ensuring that the system is working
to fulfil its objective?

a) Outputs
b) Processing
c) Feedback
d) Control

26. Which of the following describes exchanges between a system and other systems or a system
and any external agencies?

a) Interface
b) Feedback
c) Environment
d) Subsystem

27. A system that responds to changes in the environment and modifies its operation accordingly
known as:

a) A deterministic system.
b) A closed system.
c) A soft system.
d) An open system.

28. In terms of the resources that support information systems, the procedures used by people
are an example of:

a) Hardware resources.
b) Software resources.
c) People resources.
d) Data resources.
29. Which of the following is not one of the five competitive forces identified by Michael Porter?

a) The bargaining power of customers.

b) The threat of substitute products or services.
c) The threat of new entrants.
d) The threat of changes in the global economy.

30. Which category of computer-based information systems is concerned with supporting the
functional areas of an organization?

a) Strategic information systems.

b) Business information systems.
c) Expert systems.
d) End user computing systems.

31. Which category of computer-based information systems is concerned with improving

efficiency by applying information technology to common administrative tasks, such as creating
business documents?

a) Expert systems.
b) Office automation systems.
c) Business information systems.
d) Strategic information systems.

32. Which of the following defines the scope of a system?

a) Interface.
b) Boundary
c) Process
d) Feedback mechanism
33. Information systems that monitor the elementary activities and transactions of the
organizations are:

a) Management-level systems
b) Operational-level systems
c) Knowledge-level systems.
d) Strategic-level systems.

34. Projections and responses to queries are information output characteristics associated with
a(n):

a) DSS
b) MIS
c) ESS
d) TPS

35. Summary transaction data, high-volume data, and simple models are information inputs
characteristic of a(n):

a) DSS
b) MIS
c) ESS
d) TPS

36. Which of the following individuals typically have less formal, advanced educational degrees
and

tend to process rather than create information?

a) knowledge workers
b) executives
c) systems analysts
d) data workers
37. Management information systems usually:

a) Serve managers interested in weekly, monthly, and yearly results, not day-to-day
activities.
b) Help managers make decisions that are unique, rapidly changing, and not easily specified
in advance.
c) Provide managers with a generalized computing and telecommunications capacity that
can be applied to a changing array of problems.
d) Perform and record the daily routine transactions necessary to the conduct of business.

38. Decision support systems usually:

a) Serve managers interested in weekly, monthly, and yearly results, not day-to-day
activities,
b) Help managers make decisions that are unique, rapidly changing, and not easily
specified in advance.
c) Provide managers with a generalized computing and telecommunications capacity that
can be applied to a changing array of problems.
d) Perform and record the daily routine transactions necessary to the conduct of business.

39. Tracking employee training, skills, and performance appraisals is an example of a human
resource information system operating at the:

a) Operational level.
b) Management level.
c) Knowledge level.
d) Strategic level.
40. Which of the following is a network of facilities for procuring materials, transforming raw
materials into intermediate and finished products, and distributing the finished products to
customers?

a) production chain
b) primary chain
c) supply chain
d) distribution chain
 SECTION B

COMPULSORY

ELITE Ltd is a company that provides landscaping services to both commercial entities and public
caries within the horticultural industry. The main services that it provides are Soft Landscaping
panning and maintenance of existing gardens and shrubs), Hard Landscaping (construction of
patios hills. decks, ponds, irrigation and other assorted features), and Design and Consultancy,
90% of the company's income arises from work carried out for companies and government
agencies located mainly in the Munster region. The remaining 10% is generated from work
carried out for the residential sector. mainly at the high end of the market.

The general upsurge in the economy has meant that the demand for landscaping services has
grown significantly. with the result that the company's order book is now full and will be for the
foreseeable future. This raises a number of problems for the company's management, in that
because every project is unique, scheduling orders can be a very complex and difficult job. The
complexity arises from the requirements of each project (i.e., type of machinery required,
chemicals applied, time of the year, number of employees allocated and the general nature of
the job). Tied in with the complexity is the need to manage expensive capital equipment used in
the projects. The company recognizes that, if it cannot manage the increased workload, it will
very quickly lose market share to its competitors. Furthermore, if they want to take on additional
jobs in the short-term, the effective management and control of these issues will be vital

After consultation with various stakeholders and the company's small IT. Department,
management has decided to have a computer-based job scheduling system designed and built
specifically for its requirements. The system will facilitate setting up, tracking, and managing
projects. It will also record the costs associated with individual projects. The whole process is
currently carried out manually. With your previous background in information systems and
project management, you have been approached to manage the development and
implementation of the new system. Management regard this proposed system as being critical
to the future success of the company.
A. Explain to management the various approaches to determining the feasibility of this project

[16 marks]

B. I. What do you think are the main considerations that will lead to the successful development
and implementation of this job scheduling systems? [16 marks]

ii. How would you gauge the success of the completed system? [4 marks]

C. Explain the ONE benefit and ONE possible drawback of outsourcing the development to an
external organization. [4 marks]

D. Describe the most common security threats against contemporary information [15 marks]

E. Outline three ways in which social media can be useful to a government.

SOLUTION

Let's address each part of the scenario and questions in detail.

A. Feasibility of the Project:

Feasibility analysis is a crucial step in determining whether a project is viable and worth pursuing.
In the context of developing a computer-based job scheduling system for ELITE Ltd, several
feasibility aspects need to be considered:

1. Technical Feasibility: Assess if the required technology is available and whether the company
has the necessary expertise or can acquire it to implement the system. Consider hardware,
software, and infrastructure requirements.
2. Operational Feasibility: Evaluate if the proposed system will align with the organization's
processes, policies, and procedures. Determine if employees can adapt to the new system and if
it will improve operational efficiency.

3. Economic Feasibility: Conduct a cost-benefit analysis to determine if the benefits outweigh

the costs of developing and implementing the system. Consider initial investment, ongoing
maintenance, and potential revenue or cost savings.

4. Legal and Ethical Feasibility: Ensure that the system complies with all legal and regulatory
requirements. Address any ethical concerns related to data privacy, security, or other relevant
issues.

5. Scheduling Feasibility: Evaluate the project schedule to ensure that it can be realistically
completed within the desired timeframe, considering the complexity of the requirements and
available resources.

B. Considerations for Successful Development and Implementation

I. Main Considerations:

1. Requirements Gathering and Analysis: Thoroughly understand the needs and

expectations of the stakeholders.
2. Effective Communication: Maintain clear communication channels between the
development team and stakeholders to ensure everyone is aligned and informed
throughout the project.
 3. User Involvement: Involve end-users in the development process to ensure the system
meets their needs and preferences.
4. Change Management: Implement strategies to manage organizational changes effectively,
including training and support for employees adapting to the new system.
5. Risk Management: Identify and mitigate potential risks that could impact the
development and implementation process.

II. Gauging System Success:

1. User Satisfaction: Gather feedback from end-users regarding system usability, efficiency,
and effectiveness in meeting their requirements.
2. Timely Delivery: Evaluate if the system was delivered within the planned timeframe.
3. Cost Control: Assess whether the project stayed within the allocated budget.
4. Functionality: Verify if the system fulfills all specified requirements and objectives.

C. Outsourcing Development

• Benefit: Access to specialized expertise and resources without the need for in-house hiring
and training. This can accelerate development and ensure high-quality results.
• Drawback: Loss of control and potential dependency on the external organization. It may
also lead to challenges in communication, cultural differences, and issues related to
intellectual property.

D. Common Security Threats

1. Malware: Malicious software like viruses, worms, Trojans, and ransomware can
compromise system integrity and data security.
 2. Phishing: Deceptive emails or messages aiming to obtain sensitive information, such as
passwords and credit card details, by posing as trustworthy entities.

3. Unauthorized Access: Breach of security leading to unauthorized access to sensitive data

and systems, often due to weak passwords or inadequate access controls.

4. Data Breach: Unauthorized access or exposure of sensitive information, risking privacy,

financial loss, and legal consequences.

E. Social Media Usefulness to Government

1. Public Engagement and Awareness: Social media platforms can be used to engage with
citizens, disseminate important information, and raise public awareness about government
policies, initiatives, and services.

2. Crisis Communication: During emergencies or crises, social media can be a rapid and
effective communication tool to inform the public about safety measures, updates, and
instructions.

3. Policy Feedback and Research: Governments can utilize social media to gather public
opinions, feedback, and suggestions on policies, allowing for a more inclusive and democratic
decision-making process. It can also be a source of valuable data for policy research and
analysis.

In summary, understanding project feasibility, effective development and implementation

strategies, security considerations, and leveraging social media are crucial for the successful
advancement of ELITE Ltd.’s landscaping project.
NOTE: READ YOUR SLIDES AS WELL JUST IN CASE