Ais Final

Front 1

5 reasons why companies implement ERS

Back 1

1. integrate financial information
2. integrate customer order information
3. standardize and speed up manufacturing processes
4. reduce inventory
5. standardize HR information

Front 2

activities that make up:
manufacturing

Back 2

bill of materials, scheduling, capacity, workflow management, quality control, cost management, manufacturing process

Front 3

activities that make up:
supply chain management

Back 3

"order to cash", inventory, order entry, purchasing, demand forecasting

Front 4

activities that make up:
accounting and finance

Back 4

general ledger, cash management, A/P, A/R, fixed assets, costing

Front 5

activities that make up:
customer relationship management (CRM)

Back 5

sales force automation, lead generation, pipeline management, sales forecasting

Front 6

activities that make up:
product lifestyle management (PLM)

Back 6

integrates people, data, processes, and business systems; provides a product info. backbone for companies

Front 7

top 3 reductions from a 'typical' ERP

Back 7

1. inventories
2. build/test cycle times
3. manufacturing costs

Front 8

4 reasons Hershey ERP failed (typical ERP failure points)

Back 8

1. squeezed deadlines
2. wrong timing
3. big-bang approach (a lot implemented simultaneously)
4. unentered data

Front 9

5 hidden costs of ERP

Back 9

1. training (rarely sufficient)
2. customization
3. data conversion
4. data analysis and reporting
5. human capital costs

Front 10

6 key risks and controls in ERP

Back 10

1. technical complexity
2. event driven processing
3. "batch" controls and audit trails no longer available
4. integrated databases
5. security and access
6. implementation impact

Front 11

SaaS (pros/cons)

Back 11

Saas: software as a service
Pros: faster implementation, easier & more frequent updates, cheaper up-front costs
Cons: critical CO. data not on premises

Front 12

Role of ERP vendor

Back 12

provide a 'package' solution for all areas of the ERP chain enterprise processes into one database

Front 13

Roles of ERP implementer (3)

Back 13

work with company to:
1. re-engineer their processes
2. re-organize their company
3. implement package solution (includes integration to legacy and other apps)

Front 14

4 capabilities of CRM

Back 14

1. sales force automation (includes inventory control, sales processing, tracking cust. interactions
2. lead generation (search engines, email, phone, etc)
3. sales forecasting (micro & macro)
4. pipeline/sales funnel management

Front 15

2 new developments/capabilities in CRM

Back 15

1. 'social CRM': mining twitter, facebook, etc for customer feedback
2. 'enterprise feedback CRM': share customer feedback info across the org.

Front 16

2 examples of HR components in an ERP

Back 16

time & labor; compensation; reviews/performance docs

Front 17

PLM

Back 17

product lifestyle management: process of managing the entire life-cycle of a product from its conception, through design and manufacture, to service and disposal

Front 18

eBusiness vs ECOMMERCE

Back 18

enhancing brand value, comm., and service by leveraging info
improving efficiency by automating processes
reducing costs/cycle times

Front 19

EBUSINESS vs eCommerce

Back 19

more inclusive; says Internet/WWW are connected to existing enterprise info tech and business competencies

Front 20

contextual awareness

Back 20

tracking experience across platforms; ex: searches on smartphone show up next time on PC

Front 21

PCI

Back 21

Payment Card Industry; not federal or state; you have to be PCI compliant to do business with PCISSC credit card COs

Front 22

companies that make up the Payment Card Industry Security Standards

Back 22

American Express
Discover Financial Services
Japan Credit Bureau
MasterCard Worldwide
Visa International

Front 23

6 control objectives of PCI

Back 23

1. build and maintain a secure network
2. protect cardholder data
3. maintain a vulnerability management program
4. implement strong access control measures
5. regularly monitor and test networks
6. maintain an information security policy

Front 24

EDI

Back 24

electronic data exchange; secure and standard way to transmit important business info quickly; on a private network (extranet); a protocol

Front 25

EDI vs eCommerce

Back 25

EDI is done on a secure private network, eCommerce utilizes the internet

Front 26

core purposes of HIPAA

Back 26

1. grants rights to coverage (to 'covered entities')
2. fraud prevention in healthcare

Front 27

HIPAA "Covered Entities"

Back 27

A Health Care Providers: doctors, nursing homes, pharmacies
A Health Care Plan: health insurance companies, HMOs, company health plans, medicare/medicade
A Health Care Clearinghouse

Front 28

What HITEC added to HIPAA

Back 28

Health Information Technology for Economic and Clinical Health Act:
-extends complete privacy and security provisions of HIPAA to business associates of covered entities
-new breach notification rulings
-extended 'accounting of disclosure' of a patient info rules

Front 29

ITIL and CMMI (abbv.)

Back 29

Information Technology Infrastructure Library
Capability Maturity Model Integration

Front 30

when to use CobiT & ISO vs ITIL & CMMI

Back 30

CobiT/ISO: define WHAT needs to be done
ITIL/CMMI: define HOW it will be done

Front 31

current owner of ITIL

Back 31

Office of Government Commerce (OCG)

Front 32

why auditors care about ITIL

Back 32

ITIL has become the de-facto standard for IT service mgmt
The terminology is widely understood and used

Front 33

version of ITIL we are currently on

Back 33

3

Front 34

3 key processes of Service Strategy phase

Back 34

1. service portfolio management: develop the service provider's offerings and capabilities
2. demand management
3. IT financial management

Front 35

service vs server

Back 35

service: many components of one; ex. email;
server: router, internet, network
user only cares if service is working

Front 36

service level agreement

Back 36

a part of a service contract where the level of service is formally defined
ex: ISPs commonly include SLAs to define the level(s) of service being sold in plain language terms

Front 37

why financial management is important

Back 37

budget requests, budget allocation, cost data for service provisioning, invoice, IT budget

Front 38

capacity management

Back 38

process used to manage IT
primary goal: to ensure that IT capacity meets current and future business requirements in a cost-effective manner

Front 39

incident management

Back 39

the process of restoring operations as quickly as possible with minimal adverse impact on business operations after an incident

Front 40

request fulfillment

Back 40

i mean, fulfilling requests?

Front 41

access management

Back 41

control over who has access to the system

Front 42

problem management

Back 42

to resolve the root causes of incidents and thus to minimize the adverse impact of incidents and problems on business that are caused by errors within the IT infrastructure, and to prevent recurrence of incidents related to these errors

Front 43

disaster recover vs business continuity

Back 43

DR: primarily focuses on the recovery of IT services; often associated w/ loss of a facility
BC: touch all areas of business and focus on the business function

Front 44

RTO and factors that determine it

Back 44

recovery time objective
factors: costs; recovery process (gathering place, equipment, personnel)

Front 45

hot site

Back 45

ready to go; fully equipped
typically has real-time synchronization-ops can usually be restored in hours

Front 46

warm site

Back 46

equipped partially but needs to be "put together"; backups typically on-site but still need to be restored

Front 47

cold site

Back 47

just a shell of a site with no computers, backups, etc

Front 48

3 key factors in determining a DR plan and their relationship

Back 48

1. critical services definition 2. RTO 3. cost
More services to be recovered = more cost (in a particular time frame)
Longer RTO and cost goes down in same window