BCIS 5150 EXAM 1| ATEST 2026 EXPERT CERTIFIED QUESTIONS AND ANSWERS I [GRADED A+]
all of these are backgrounds from which an organization might hire a CEO ✔️Which of the following backgrounds did we discuss as those an
organization would not hire as a CEO?
expectations that the CIO will have functional knowledge across the entire scope of the organization ✔️Which of the following did we discuss as
something that may make a CIO role different other than c-suite or top executive roles such as CFO or COO?
b. chief information officer ✔️What does CIO stand for?
top human resource management officer ✔️Which position would a CIO not report to?
transformation/turnaround ✔️If a CIO is hired to enable the organization to leverage IT to create a new market space for the organization or to
enable new product/service offerings in ways that would fundamentally change the business model, which of the following would be closest to
their area of focus?
value/cost/internal ✔️If a CIO is hired to primarily focus on how the organization can best leverage IT through managing efficiencies and costs of
its information systems and IT operations, which would be the closest to their area of focus?
investment rather than an expense ✔️If an organization views IT spending as a way to gain return on capital, as opposed to a necessary cost of
doing business, it most likely views IT as which of the following:
business knowledge and technical knowledge ✔️Our book talks about a 'credibility gap'. This is a gap between what two things?
have business savvy people in the IT area and IT savvy people in functional areas ✔️What is a key way we talked about to overcome the
credibility gap?
understand the categories of things you don't know ✔️"Know what you don't know" is a phrase that recurs in our book. Essentially, it means
what, according to Jim Barton?
all of these are major categories of IT costs in most organizations ✔️Which of the following is not a major category of IT costs in most
organizations?
all of these are reasons ✔️We talked about why it may be difficult to get a good view of IT spending in an organization. Which of the following
are reasons for this?
chargeback ✔️When functional areas control most of the IT budget, IT spending is tracked through a mechanism in which the functional areas
pay IT for services and work. This is called what?
application development ✔️An IT project that is undertaking primary to provide a new system or to revise an existing system for specific needs
of a functional area could be best categorized as which type of project?
infrastructure ✔️An IT project that is undertaken primarily to provide a new or extensively revise underlying networks that most of the
applications in the organization use could be best categorized as which type of project?
IT is a commodity and thus no longer can provide strategic advantage ✔️The Carr article that we read in class 'IT doesn't matter' primarily
argued which of the following?
IT serves as an enabler of the ability to achieve strategic advantage ✔️Responses to the Carr article that we read as well as the McAfee &
Brynjolfsson article the next week primarily argued which of the following about Carr's point?
how much the organization relies on IT for its operations ✔️We looked at a 2x2 matrix that categorized different types of IT portfolio categories.
These included factory, support, turnaround, and strategic. These were based on strategic dependence and strategic impact. Strategic
dependence is which of the following?
how much competitive advantage an organization gains from IT ✔️In the 2x2 matrix, strategic impact is which of the following?
It isn't the IT itself that results in benefits, but the way it is used/leveraged ✔️We talked about it being difficult to tie direct benefits to
installation of new IT. Which of the following did we talk about as one of the reasons for that difficulty?
process innovations ✔️McAfee & Brynjolfsson also argued that the best way to leverage IT was to use it for which of the following?
all of these were discussed as reasons ✔️Which of the following were discussed as reasons IT projects may fall behind schedule or run over
budget?
all of these are backgrounds from which an organization might hire a CEO ✔️Which of the following backgrounds did we discuss as those an
organization would not hire as a CEO?
expectations that the CIO will have functional knowledge across the entire scope of the organization ✔️Which of the following did we discuss as
something that may make a CIO role different other than c-suite or top executive roles such as CFO or COO?
b. chief information officer ✔️What does CIO stand for?
top human resource management officer ✔️Which position would a CIO not report to?
transformation/turnaround ✔️If a CIO is hired to enable the organization to leverage IT to create a new market space for the organization or to
enable new product/service offerings in ways that would fundamentally change the business model, which of the following would be closest to
their area of focus?
value/cost/internal ✔️If a CIO is hired to primarily focus on how the organization can best leverage IT through managing efficiencies and costs of
its information systems and IT operations, which would be the closest to their area of focus?
investment rather than an expense ✔️If an organization views IT spending as a way to gain return on capital, as opposed to a necessary cost of
doing business, it most likely views IT as which of the following:
business knowledge and technical knowledge ✔️Our book talks about a 'credibility gap'. This is a gap between what two things?
have business savvy people in the IT area and IT savvy people in functional areas ✔️What is a key way we talked about to overcome the
credibility gap?
understand the categories of things you don't know ✔️"Know what you don't know" is a phrase that recurs in our book. Essentially, it means
what, according to Jim Barton?
all of these are major categories of IT costs in most organizations ✔️Which of the following is not a major category of IT costs in most
organizations?
all of these are reasons ✔️We talked about why it may be difficult to get a good view of IT spending in an organization. Which of the following
are reasons for this?
chargeback ✔️When functional areas control most of the IT budget, IT spending is tracked through a mechanism in which the functional areas
pay IT for services and work. This is called what?
application development ✔️An IT project that is undertaking primary to provide a new system or to revise an existing system for specific needs
of a functional area could be best categorized as which type of project?
infrastructure ✔️An IT project that is undertaken primarily to provide a new or extensively revise underlying networks that most of the
applications in the organization use could be best categorized as which type of project?
IT is a commodity and thus no longer can provide strategic advantage ✔️The Carr article that we read in class 'IT doesn't matter' primarily
argued which of the following?
IT serves as an enabler of the ability to achieve strategic advantage ✔️Responses to the Carr article that we read as well as the McAfee &
Brynjolfsson article the next week primarily argued which of the following about Carr's point?
how much the organization relies on IT for its operations ✔️We looked at a 2x2 matrix that categorized different types of IT portfolio categories.
These included factory, support, turnaround, and strategic. These were based on strategic dependence and strategic impact. Strategic
dependence is which of the following?
how much competitive advantage an organization gains from IT ✔️In the 2x2 matrix, strategic impact is which of the following?
It isn't the IT itself that results in benefits, but the way it is used/leveraged ✔️We talked about it being difficult to tie direct benefits to
installation of new IT. Which of the following did we talk about as one of the reasons for that difficulty?
process innovations ✔️McAfee & Brynjolfsson also argued that the best way to leverage IT was to use it for which of the following?
all of these were discussed as reasons ✔️Which of the following were discussed as reasons IT projects may fall behind schedule or run over
budget?
